Grief & Delegation

Grief & Delegation: A New Manager’s First Hurdles

Managers are responsible for everything the team does, but they cannot do it all.

This is a challenging realization for many new managers. The very work that got them the promotion to people leader, work they love and are good at, is the work they now must assign to others. At the same time, they are asked to develop new skills in their new role. This is a hard job that is about more than work.

Grief

Grief is the first new manager hurdle.

When new leaders move from individual contributor to people leader, they leave behind work that they were good at, likely enjoyed, and were recognized for by others. There are meaningful losses associated with advancement that can include:

• Work Loss: Assigning their work to others and coaching them to do it as well or better.

• Relationship Loss: Often advancing to a people leader role result in the new manager supervisor former peers. This transition requires those relationships to change, sometimes dramatically.

• Fear: Change, the loss of the known and predictable, is scary. New leaders will not be able to predict the challenges they will have with their new reports and responsibilities. Balancing these two things can make the transition to management frightening.

One response to the transition to managing people is to try to control everything. This desire to feel in control helps to manage the fear of change and failure. This may provide comfort, but it will quickly lead to micromanagement and later, burnout.

Delegation

If a new leader doesn’t prepare themselves to delegate, they may quickly find themselves trying to do all the work and managing a team of resentful people. Delegation is a crucial tool for managers to develop people, reduce their own stress, improve time management, and develop the new skills required to lead people.

How to Get Started

Incoming managers can plan for their grief by talking about it with trusted advisors, reflecting on the work they have done, and identifying the work they need to learn to do.

Next, new managers must build their delegation muscle. This takes planning and practice.

1.     Identify Delegation Opportunities: Start by assessing your workload and identifying tasks that can be delegated. Look for repetitive, time-consuming tasks that do not require your unique expertise. Categorize these tasks based on their complexity and the level of skill required, then match them to team members whose strengths align with these tasks. Here are some examples:

• Scheduling and Calendar Management - Is there an administrative team member who can take on your calendar as a job duty.

• Routine Data Entry and Report Generation - Assign someone to keep project management software updated with task statuses, timelines, and notes.

• Compiling Research and Information - Task team members with gathering background data, statistics, or information that will be used in reports or decision-making.

• Routine Task Oversight – Assign a team member to oversee simple, repetitive processes like monitoring supply levels or conducting quality checks.

• Running Errands or Small Purchases – Delegate small, low-priority errands, such as purchasing office supplies or picking up catering for a team meeting.

• Drafting Policies or SOPs – Delegating the drafting or updating of process documents, such as SOPs or checklists, for routine activities.

• Managing Communication Platforms and Automation – Delegating someone to ensure messages, announcements, or updates are posted on team channels or automated.

2.     Choose the Right Person: Selecting the appropriate person for each task is crucial. Consider the skill sets, experience, and current workload of your team members. Delegating tasks to the right individuals ensures that the work is completed efficiently and effectively. Moreover, it provides opportunities for team members to develop new skills and take on greater responsibilities, fostering their growth.

3.     Provide Clear Instructions and Support: Effective delegation involves more than just assigning tasks. Clearly communicate your expectations, including deadlines and desired outcomes. Provide the necessary resources and training to equip your team members for success.

4.     Monitoring and Accessibility: Establish regular check-ins to monitor progress and offer support without micromanaging. Encouragement and constructive feedback will help build confidence and competence.

5.     Debrief and Learn: Assess with your team member what went well and what needs improvement. Also, ask the team member what they liked and did not about the work.

6.     Rinse and Repeat: Integrate this practice into your regular workload evaluation and practice.

Grief isn’t only about death; it is a part of positive changes too. Acknowledging and addressing it will prepare managers to embrace their new role and make delegation part of their job, rather than a burden.