Leading in Practice

Tag: delegation

  • Delegation Isn’t Just About Workload

    Delegation Isn’t Just About Workload

    I’m writing this with a couple of days of annual leave left and, inevitably, my mind has started drifting towards what will be waiting for me when I get back.

    I already know there are around 700 unread emails, which is, quite honestly, ridiculous.

    Thankfully, experience tells me that a good proportion of them will simply be things I’ve been copied into for information rather than emails requiring a response. So, like many leaders returning from leave, there’ll be a prioritisation exercise before anything else.

    There was a time when I tied myself in knots trying to reply to every single email that landed in my inbox. If I didn’t acknowledge it, I convinced myself I was being rude or arrogant, which completely conflicted with my values.

    Fast forward a few years and I’ve accepted that responding to everything simply isn’t realistic. These days, I’m surprisingly grateful for being able to leave a simple thumbs up or heart reaction. It keeps my inner critic reasonably quiet and lets people know their email hasn’t disappeared into the abyss.

    As I was thinking about those 700 emails, it reminded me of something that comes up regularly in coaching conversations: delegation.

    Delegation or simply distributing work?

    My relationship with delegation has definitely changed over the years.

    I wouldn’t say I’ve perfected it, but I’ve become much better at recognising what delegation actually is.

    I think we sometimes confuse delegation with simply distributing work.

    To me, distributing work is straightforward. Tasks are allocated because they naturally sit within someone’s role and responsibilities. People expect that.

    Delegation feels different.

    It’s about intentionally asking someone to take ownership of something that you could have done yourself.

    And that’s where many leaders start to feel uncomfortable.

    The stories we tell ourselves

    I’ve coached leaders who struggle to delegate because they worry they’re overloading their team.

    Others feel guilty asking someone else to do something they believe should sit with them.

    Some worry they’ll be seen as lazy or incapable.

    The intentions are almost always good.

    But the consequences rarely are.

    The leader becomes overwhelmed.

    Everything starts to compete for attention.

    Strategic thinking disappears beneath operational work.

    And perhaps most importantly, opportunities for other people to grow are lost.

    Delegation isn’t just about reducing your workload.

    It’s one of the most powerful ways we develop people and demonstrate our trust in them.

    It gives people experiences they wouldn’t otherwise have.

    It stretches confidence far more effectively than another training course ever could.

    My own challenge

    My own relationship with delegation has evolved.

    These days, I don’t struggle to share routine work.

    The things I find hardest to let go of are the things I genuinely love.

    I can become a bit of a hoarder when it comes to work I’m passionate about.

    Part of that comes from having built expertise over many years. There’s a part of me that worries if I let go of certain pieces of work, I’ll gradually lose that expertise or become less connected to the subject.

    Then there are the opportunities where someone reaches out asking specifically for me to get involved.

    Perhaps it’s speaking at a conference.

    Joining a project.

    Contributing to a piece of work.

    It feels good to be asked.

    If I’m honest, there has probably been a belief somewhere that, as CEO, I should be saying yes. That staying visible, staying relevant and being the public face of the organisation somehow sits with me.

    After more than fourteen years with the organisation, I’ve represented our work all over the world. It’s easy for your identity to become intertwined with being the person people think of first.

    But leadership isn’t about hanging on to every opportunity.

    Sometimes it’s about knowing when to let someone else step forward.

    Letting other people shine

    Over the past few months, I’ve been making a much more conscious effort to do exactly that.

    When requests come in, I’ve found myself suggesting colleagues instead.

    People who’ve been delighted to take on a project that stretches them beyond their usual role.

    I’ve passed speaking opportunities to colleagues who are now far more knowledgeable than I am on particular topics.

    I’ve encouraged others to attend conferences where they’re better placed to contribute than I would be.

    And every single time, the organisation has been stronger because of it.

    Delegation is an investment

    I think delegation is one of those leadership skills that becomes easier once we stop seeing it as giving work away.

    Instead, we start seeing it as investing in other people.

    Yes, it frees up our own capacity.

    But that’s only part of the story.

    Done well, delegation builds confidence.

    It develops future leaders.

    It increases resilience across teams.

    And it creates organisations that don’t rely too heavily on one individual.

    Ironically, one of the best ways to demonstrate your value as a leader isn’t by proving you can do everything yourself.

    It’s by creating opportunities for other people to discover what they’re capable of.

    Because leadership isn’t measured by how indispensable we become.

    It’s measured by how many other people grow because we were willing to let go.

  • Switching Off

    Switching Off

    I’ve got a couple of weeks’ leave coming up at the end of the month and, inevitably, it feels like the rush is on to get everything done before I finish up.

    It just so happens that I’ve got a lot of in-person activities in the diary, which reduces the amount of time available for the things that need done at a desk. But I’d say I’m much better at managing this than I used to be, and much more comfortable delegating to the very capable people I work with.

    Previously, I’d have been stressed for weeks before going on leave, working all hours to clear my inbox and finish every outstanding task. By the time I actually got to my holiday, I’d be exhausted.

    And when I think about it, I’d often end up ill. A cold, a chest infection, something that seemed to arrive the minute I stopped.

    That doesn’t happen now.

    I plan ahead more sensibly and leave space for anything genuinely urgent that might arise. I also try to be realistic about what I can actually achieve before I go and what can reasonably wait until I return.

    Often, the pressure comes from ourselves. We convince ourselves that everything needs dealt with immediately and imagine people sitting waiting for our response. The reality is that most people aren’t doing that. They’re busy managing their own priorities too.

    The temptation to clear everything off your plate before leave can also have unintended consequences. You might feel great because you’ve wiped your slate clean, but in doing so you’ve simply transferred the pressure to somebody else.

    I’ve come to the conclusion that preparing well for leave isn’t about getting everything done. It’s about ensuring the right things are covered and trusting others to manage in your absence.

    I always set my out-of-office so people know I’ll be unavailable for a period of time. Which actually feels quite liberating in the moment.

    The next challenge, of course, is sticking to it.

    I’ve written previously on LinkedIn about the importance of properly switching off, and through conversations with coaching clients I’ve realised just how common it is for people to continue checking emails, responding to messages and remaining mentally connected to work during periods that are supposed to provide rest.

    Why switching off feels so difficult

    I think this is particularly true in purpose-driven work.

    When you care deeply about what you do, it can be difficult to separate yourself from it.

    The work matters. The people matter. The outcomes matter.

    And because of that, it’s easy to convince yourself that checking one email won’t hurt, that joining one call is reasonable, or that you’ll just keep an eye on things in case something comes up.

    The problem is that work rarely stays within those boundaries.

    One email becomes ten. One quick check-in becomes an hour of problem-solving.

    And before you know it, you’re physically away from work but mentally still carrying it around with you.

    Rest is not a reward

    A thing I’ve become increasingly aware of is how frequently people treat rest as something that needs to be earned. How often do we think or even describe leave as “well deserved”?

    We tell ourselves we’ll switch off once the project is finished, once the funding is secured, once the strategy is written, once the next deadline passes.

    But there is always another deadline.

    Another meeting.

    Another challenge waiting around the corner.

    If we wait until everything is done before allowing ourselves to rest, we’ll be waiting a very long time…

    Rest isn’t a reward for reaching the end of the to-do list.

    It’s part of what helps us to keep going.

    Making it easier to switch off

    Switching off rarely happens by accident. For most of us, it requires some intentional boundaries.

    Over the years, I’ve heard lots of different approaches from colleagues, coaching clients and leaders I’ve worked with. What works will vary from person to person, but the common theme is creating enough separation between work and personal time to allow your brain to genuinely disengage.

    For some people, that means removing work emails from their personal phone. For others, it’s switching off their work phone entirely when they’re on leave or outside working hours. A common concern is, “What if there’s an emergency?”

    My view has always been that if something is genuinely urgent, the people who need to reach you will know how to do so. Most issues that feel urgent in the moment can wait.

    There’s also the importance of leading by example. As leaders, we often communicate our expectations through our behaviour rather than our words. If we’re sending emails late at night, responding while on annual leave or constantly appearing available, we can unintentionally create a culture where others feel they should be doing the same.

    Sometimes the most powerful message we can send is that it’s okay to switch off.

    For those working from home, the boundaries can be even more challenging. Many people don’t have the luxury of leaving an office space and physically closing the door behind them at the end of the day. Work can remain visible in the corner of the room, sitting on a laptop screen or stacked in a pile of papers waiting for tomorrow.

    Something I’ve heard from many people is the value of creating a small end-of-day ritual. Tidying away your workspace, closing your laptop, writing tomorrow’s priorities down or even taking a short walk can help create a psychological transition between work time and personal time.

    They may seem like small actions, but they signal to your brain that the working day is over.

    Protecting your peace

    One of the biggest misconceptions about switching off is that it’s somehow selfish or indulgent.

    In reality, it’s often the opposite.

    When we never properly disconnect, we gradually lose the energy, creativity and perspectives that allow us to do our best work. We become more reactive, less patient and more likely to make decisions from a place of exhaustion rather than clarity.

    Proper rest allows us to return with fresh eyes.

    Problems that felt overwhelming before leave often feel more manageable afterwards. Decisions become clearer. Creativity returns. We find ourselves able to listen more effectively, think more strategically and engage more fully with the people around us.

    Protecting your peace isn’t just about productivity. It’s about wellbeing.

    It’s about spending time with the people who matter to you. Pursuing interests outside work. Becoming a gardener (yes it’s me). Being present in your own life rather than constantly mentally rehearsing tomorrow’s to-do list.

    Particularly in purpose-driven work, there can be a temptation to believe that caring deeply means being available all the time.

    I disagree with that.

    I think caring deeply also means looking after yourself well enough to sustain the contribution you want to make over the long term.

    Because the reality is that none of us do our best work when we’re running on empty.

    If we want to bring our best selves to the people, teams and causes we care about, we need to give ourselves permission to step away from them occasionally too.

    Trusting people to manage

    For leaders, there’s another part to this.

    Switching off requires trust.

    Trust that your team can make decisions.

    Trust that problems can be solved without you.

    Trust that the organisation won’t fall to bits because you’re unavailable for a week or two.

    Being constantly available isn’t always a sign of commitment. Sometimes it’s a sign that we haven’t created enough space for others to step forward.

    Some of the best leadership development happens when people are given the opportunity to make decisions, solve problems and use their own judgement.

    That can only happen if we occasionally step back and get out the way.

    A work in progress

    I don’t pretend I’ve mastered this. She says, writing about this on a Sunday (although I do find writing therapeutic).

    There are still moments where I feel the pull to check an email or see what’s happening.

    But I’m sooo much better than I used to be. In fact, I’m pretty strict with myself about time off.

    I’ve accepted that switching off isn’t about caring less.

    It’s about recognising that if we want to sustain ourselves in work that matters, we need to create space to rest, recharge and reconnect with the parts of life that exist beyond our jobs.

    The work will still be there when we get back.

    And, more often than not, we’ll be better equipped to do it because we took the break.