Three signs that you are delegating tasks well to your team, AND, those direct reports are driving action through your delegatable tasks/responsibilities.
Luke Wendtlandt is one of the founders of Cadre. Talk all things tales of leadership. Every Thursday, he tries to show up sometime in the afternoon.
Today we're talking about delegation Intelli, delegation, speaking in three specific terms. How do we know that we're delegating well? I'm gonna go over my three signs that I know it's working.
When it comes to delegation, it usually comes down to roles and responsibilities. Have you hired the right horse? How much stuff is coming back upstream? If a lot of stuff keeps coming to you, odds are you don't have the right person. Support is always your job.
The next one is micromanagement is a sin. Micromanagement should be a sin or a four letter word. How do you know you're delegating well? This is the gold, the retention of your entire team. Our job as leaders is to grow leaders. Delegate, delegate, delegate.
What's up, Cadre fam? Luke Wendtlandt here. Really excited to be on the platform tonight. Talk all things tales of leadership. Again, my name is Luke Wentlandt. I've been here since day one. I am one of the founders of the organization. It's super exciting to always come and chat on tales of leadership. Every Thursday, I try to show up sometime in the afternoon, just depending on schedule. Life, kids, all the things. You know what that's like. But today we're talking about delegation Intelli, delegation, speaking in three specific terms.
How do we know? We always know, like, how we're not doing it well, but how do we know that we actually are doing it well? How do we know that we're delegating well? So I'm gonna go over my three signs that I know it's working. And here's some tricks of the trade that I want you to think about in your business and your organizations and people that you work with. What's up? Speak. Wonderful. It's always good to see you on here. It's the best. So, as far as delegation, delegation is the name of the game.
So the very first thing that I always want you to think about is this, okay? When you speak to delegation, it usually comes down to roles and responsibilities of the individuals that you work with and can they take those on? So the first thing that I want you to think about is the hire. Have you hired the right horse? Okay. Hard to do well, but crucial. It sure is. It's insanely difficult. It's insanely difficult to do this well, but hiring the right horse, I can tell you right now, I've missed on this a dozen times.
At a minimum, you feel like you got the right person. Give those duties and responsibilities to an individual. Hire the right horse. Some people call it the head of the snake. Right. Let them run. If it's the right horse, they will run. And you always got to ask yourself this, how much stuff is coming back upstream? Right. How much stuff is coming back up to you with the delegable tasks that you have to that leader? And if a lot of stuff keeps coming to you, odds are you don't have the right person.
If you do have the right, again, let's call this within reason. Support is always your job. Your job is always to support your next of can. But here's the big but. How much does it still take? If it's still taking 5 hours, 10 hours, 20 hours of your work week to support that individual in that role, odds are you didn't hire the right individual, you don't have the right person. You didn't train them well, and it's time to look at you, not them. That's one of the biggest problems I see, too, when it comes to delegation is like, do you actually look internally and own any of it?
Like to say, you know, this was a my miss. So just real quick, Chris, always good to see you under here, brother. Hard to do well, but crucial. You're a great leader that gets it. And you understand, you know, in delegating tasks and responsibilities to other individuals. And you probably know exactly what I'm talking about, about hiring that right horse. Speak wonder. I'm giving you one right back. Shannon, what up? And then, Alec, always good to see you on your brother. The next one is micromanagement is a sin.
Let me repeat this. Micromanagement should be a sin or a four letter word. If micromanagement is how you oversee and how you oversee your team and your people back to delegation, it's either one of two things. Control, trust, or you don't feel somebody can do the job. So from a micromanagement based perspective, again, how much can you throw at somebody? Good communication, good strategy, good vision, good goals, good process, all the things. But I think it shows a severe lack of trust and belief if you can't give that out to some individual.
And what I mean by give out is you cannot give do, do B, do A, do C, do D, and it turns into you kind of operationalizing ABC. And D, you following up over and over again with ABC. And D, you jumping over that leader to their next of kin to touch base with a, B, C or D, we got a problem, right? So think about that one. Kind of going forward. Again, micromanagement is a sin. It's a four letter word. I always remember that. The last one, the name of the game of how do you know you're delegating well or your team is in that flow, in that cycle?
Ready for this one? This is the gold, the retention of your entire team. When you retain your team, or they jump past you, or they jump past you and responsibilities and roles at your organization, outside your organizations. Cause our job as leaders is to grow leaders. We're multipliers. That's what we do, right? So you gotta ask yourself when it comes down to retention, right? Am I keeping my team? Am I growing my team? And are individuals even leapfrogging me or taking on, not horizontal exchanges within the company, but vertical movement, then you know, you're really delegating well, because what do people really, really want to feel?
They want to grow. They want to feel inspired, and they want to be led by a transformational figure. Right. And we have one of them right on this call with Chris. We have actually several on this call, but that's something I should say on this live. But again, I want you to think about this. What do people want to feel? They want to grow. They want to feel inspired, and they want to be led by a transformational figure. You know, you're delegating well. If you can retain your team, your micromanagement is low.
The amount of stuff coming up to you through the right level of support or otherwise is minimal. And you're hiring that right head of the snake, or you're hiring the right horse and you're able to let him run. So think about those things tonight. Right? Think about those things. When you get a moment to take a step back and say, what is my level of delegation to XYZ employee? Am I allowing them to run? Am I giving them the tools in their toolbox to feel inspired that they can grow and they're led by transformational figure?
Can you do that? So those are some things that I want you to keep in mind as you continue to move forward with tales of leadership. So I hope that one helps today. Delegation is something that, honestly, to a fault, is kind of a problem of mine. Like I probably, you know, I don't micromanage at all, and I just want to see where people can float and fly and ultimately grow. And it leads to a lot of discomfort. A lot of discomfort. Sometimes it leads to a lot of miscommunication. Sometimes it leads to a lot of those things.
But it's worth it. And it's worth the struggle of two months, three months, six months, nine months, because you should see what ends up happening to people, and they get it. It's one of the most beautiful things in the world. So multiply, reproduce leaders at your organizations. Delegate, delegate, delegate. I hope that one resonates with you all. Have a wonderful, wonderful.
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