Leaders at all levels could significantly improve their performance if they observed this succinct seven-word precept; only do what only you can do. The problem is that many bosses get too involved in details, in day-to-day issues, in firefighting and in micro-managing their staff. The more senior you are, the more time you should spend on strategic rather than tactical issues. Leaders can dramatically improve if they focus much more on leadership matters. The best way you can do this is by delegating the tasks that others can do and thereby concentrating on the tasks that only you can do.
Here are some of the things that leaders could delegate more:
- Status meetings
- Operational problems
- Performance reviews
- Process issues
Here are some of the things they should spend more time on:
- Strategy planning and review
- Communicating the vision and strategy
- Meeting staff
- Recognizing and praising good people
- Interviewing candidates
- Mergers and Acquisitions
- Meeting customers
You might think that recognizing and praising good people is something that can be delegated to a lower level manager but when he or she does it, the praise does not have the same impact as when the leader gives it. Similarly with communicating the mission, goals and objectives; it is best if this message comes straight from the leader – delivered with passion and conviction. If it is delegated the message can be watered down or misinterpreted.
Of course the leader cannot ignore all operational issues and problems but the normal practice should be for the appropriate manager to manage these topics and flag up significant exceptions. Management is working in the business; leadership is working on the business. So if you are a leader try to step outside the routine, delegate more and focus on the things that only you can do.
Paul,
Don’t forget to remind your readers they should not confuse delegation with abdication. By all means delegate, but then have a really good follow up and checking system to make sure your people know that you will be checking they’ve done what you will later inspect – remembering that you get what you inspect, not what you expect. Howard
Howard,
Thanks – and thanks for giving me the quote in the first place!
Paul
Paul,
Good piece of advice. Governance frameworks don’t always allow leaders very much freedom though, and many senior people will also be company directors of the businesses they run with all the fiduciary responsibilities that go with that.
The sheer volume of information flowing through a senior manager’s in-box can be completely overwhelming and (ask one J. Murdoch) “I delegated reading that document” won’t cut much ice in the unfortunate event you find yourself in hot water.
Building key trusted able and process-oriented people into your team will help enormously with minimising what you personally have to deal with, but as Howard points out, you still need to check/inspect what they are processing for you.
Tony.
Hey Paul (and maybe Howard),
I’m writing a training class, and I am sharing the quote “Only do what only you can do.” I do my best to correctly attribute quotes. I currently have it attributed to Andy Stanley, a pastor in Atlanta, GA who often lectures on leadership topics. I also see it attributed to you in various places. I happened across this comment thread where you thank Howard for sharing it with you. Is there any chance you know the provenance of this quote? I heard it from Andy Stanley in a Leadercast event in Atlanta. I’m not sure of the exact year, but it may have been in early May of 2012.
Hi Thaddeus, I was looking for an answer to the same question about the origin of that quote. I found this video by Andy Stanley from 2010, where he says it, so he was using that phrase at latest then.
https://www.youtube.com/watch?v=GRDHSbICfVk