I’m with you, Brad – delegating is TOUGH. It strikes designers hard, too – because as much as we love to see others do great creative work, it’s never the same as what we would do ourselves. It’s different, but often better!

Confusing confidence with arrogance. Or not even confusing it – just straight up being arrogant.

In a way, i think this carries over into my issues with delegating too. I don’t trust people enough – really God enough – to let them try (and fail) at something I could do… but shouldn’t for whatever reason.

-Marshall Jones Jr.

I’m with on this one Brad. Sometimes we have to fight that urge to just get it done in order to let somebody else take the responsibility for it. Sure, they probably won’t do it like we would do it, & at first they might not even do it as well, but if we coach them through it… breakthroughs occur.

Thanks for your insight & ministry Brad

Matt

I am bad at the delegation thing too. And having tough conversations with co-workers that I don’t really mesh with (I know. I work for a Christian company I SHOULD mesh with everyone). I usually avoid the conversation altogether and wait until I am boiling and then I am too emotional to communicate my points effectively.

Delegating can be a way to prepare your employees to take over the helm one day, but delegating is a necessity in the medical field, as well as teamwork. It’s a balancing act. — So here I sit, thinking hindsight is lovely. I look back and what I see is that I have had too much confidence in the people I have worked with and have delegated too much, too soon. In my own happy-go-lucky naive way, I thought, eh, if I can do it, someone with the same background and education as I should be able to do it as well. Hard lessoned learned…this is not entirely true. So, I learned, as the level of difficulty increases, so does my hesitation to delegate. Seems obvious, but when your young, naive and you are thrown into leadership roles before you may be ready, it’s not always that obvious. Learning what and when to delegate and then who is an appropriate individual to delegate to is a skill set learned over time. One of many reasons to have experienced leaders. How do you become experienced? Trial and error. The more adept you are at evaluating the readiness of the individual or persons in which to delegate, the more likely they will be successful in that responsiblity or endeavor. ——————————- OK, my leadership horror of all horrors, (prior to termination of employee, happens all too frequently); attempting to improve the performance of an employee who does not believe nor understand that they are falling short of their responsibilities. They have excuses on top of excuses and will never say, yes, you are right, I am feeling overwhelmed and I would greatly appreciate some guidance in order to improve my performance. Oh no, it’s everybody else’s fault! This is always a fun one. I tend to get down and dirty at this point and say listen, it’s my way or the highway…shape up or ship out. What do you do?