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Delegation Done Right: Empowering Your Team to Step Up

coraleebeatty

Are you holding onto doing everything yourself (or at least still doing too much)? Do you fight back against the idea that you need to let more go? Do you feel as though letting go will put important tasks in the hands of others that don't know how to do it as well as you do? Do you tell yourself that you don't have time to train so you may as well do it yourself? Do you feel that if you did less you wouldn't be doing enough?


These were all part of the rollercoaster of emotions I went through on the road to building my business. The resistance I had to delegating was deeply steeped in my inability to trust others to do the job right and I had a desperate need to make sure everything was done exactly right. So many balls in the air, if one fell the whole thing would crumble. Balancing on the edge of failure, at every moment, knowing the foundation was incredible fragile and never having the capacity to address it.


Yes, this was many years ago, however when I look back on it, the feelings are still very fresh. So to say I understand the challenge of learning to let go, is a statement that couldn't be more true. 


I would argue that one of the top three skills to develop, to build a successful business in the construction industry, is how to delegate successfully. And if you are (or were) anything like I was, the mere thought of delegating makes you feel tight in the chest. There are so many meanings that we attach to letting other people do our work and so many "reasons" (aka excuses) we come up with as to why we don't / can't / shouldn't, do it.


Here's the thing. If you want to build a successful company you need to love the idea of delegating because you need people. No one can or has, built a successful business on their own. And, there are many reasons why you will want to learn to delegate so you can have others (you trust) run your business in your absence.

In the beginning of business we get stuck in the “doing everything” trap. It’s natural - this is your business, your baby, that you likely started on your own when you had to do everything. However, as you scale, the key to sustained growth (and sanity) lies in your ability to let go and delegate effectively. 


Although I think the word "empower" is overused and under-valued, it is the appropriate word for this because we are talking about empowering your team to take ownership of outcomes and make decisions with confidence, so you can focus on leading rather than doing it all yourself, or worse, micromanaging.


Why Delegation Feels So Hard

Delegation often feels so hard for leaders because they feel like they are giving away control. You’ve built your business with grit and sweat, and trusting others with critical tasks can feel like a risk you're not interested in taking. However, clinging to every responsibility limits your company’s growth and overwhelms you.


The solution? Equip your team to think, decide, and act like owners of outcomes - not task-tacklers.


Empowering Your Team to Own Outcomes


  1. Shift the mindset from tasks to ownership: Delegation isn’t just assigning tasks; it’s transferring responsibility for outcomes. This requires a shift in both your mindset and your team’s. Start by clearly defining success for the responsibilities you’re handing off. Don’t just say, “Manage this project.” Instead, articulate the desired outcomes, timelines, and constraints. Share with them what success looks like and get out of the way for them to do their work.

  2. The 1-3-1 method for problem solving: I learned this very powerful tool from my coach, Dan Martell, the 1-3-1 method is a game-changer for empowering decision-making. Here’s how it works: when your team member comes to you with a problem to solve ask them to clearly identify the one (1) problem; identify three (3) potential solutions; and choose the best one (1) solution. Taking this approach to problem solving helps to narrow the focus and not feel so overwhelmed by all the possibilities.

  3. Coach, don’t fix: Coaching is a critical skill for effective leadership and delegation. When team members come to you with issues or if you recognize a decision (or lack of decision) is causing things to go off the rails for a team member, resist the urge to jump in and fix it. Coaching is trusting your team member to have their own answers and with a bit of reflection, they will gain a better understanding of how they are operating. Asking open-ended questions to help them become more aware, is a powerful tool. An example of open ended questions could be: What are you noticing about how things are unfolding? How do you think your actions (or decisions) are affecting the team? What is driving your current approach to this issue? What do you think needs to change to improve the situation? What are you learning about yourself through this experience?

  4. Create a culture of accountability: responsibility thrives in a culture where accountability is embraced, not feared. Celebrate wins and learn from failures. Use mistakes as coaching moments, not opportunities for reprimand, belittling or blaming. When team members know they’re supported, they’re more likely to step up and take risks. In addition, creating a space where people feel safe to "fail" will also be a space where innovation flourishes and possibilities are endless.

  5. Build processes for consistency: Set your team up for success with clear processes and systems. Use tools like checklists, templates, and SOPs to ensure they know what to do and how to do it. Have them documented and stored in a place where everyone knows how to access them and make sure they are organized so your team can easily find what they need. Over time, refine these tools collaboratively with your team’s input.


Overcoming the Challenges of Delegation

Making the decision to surrender to the need to delegate is the hardest part. The decision is always the hardest part. However, delegation is an iterative process, not only will you be learning how to do it - what does and doesn't work for your team, your team will also be figuring out what all of this really means. I know for me one of the biggest challenges was my team feeling empowered to make the decisions without "double-checking" with me first. Here are a few practical tips to make it less challenging:


  • Start small: Delegate low-stakes tasks first. As your team builds competence and trust, move to more significant responsibilities.

  • Set boundaries: Define what decisions your team can make independently and when to involve you. This will be tied to their position and responsibility level.

  • Communicate regularly: Schedule check-ins to discuss progress, troubleshoot challenges, and celebrate successes.


The biggest tip really is to start small and manage your expectations - not only is this new for you, it is new for your team members. Have patience and persevere, support your people where they need it and trust them to do the work they are best suited to do.


The ROI of Empowered Teams

Delegation is about lightening your load (on the low value tasks for you) and multiplying your impact (doing the things you're best at). When your team members take ownership of outcomes, they feel more invested in the business’s success. This boosts engagement, productivity, and retention - allowing you to focus on strategic growth.


As a leader in the industry, your greatest "job" isn’t the work you do, it's the leadership you provide. By empowering your team with clarity, coaching, and accountability, you’re building leaders who will take your company to the next level.

PS: Want to learn more about delegating yourself to sanity? Let’s connect! Reach out to me on LinkedIn or visit ThriveHQ.ca to explore how I can help you and your business thrive.

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