Latest / Daily Influence / 595. The Art of Letting Go: Mastering Delegation with S.M.A.R.T. Influence (rerun)

Transcript

595. The Art of Letting Go: Mastering Delegation with S.M.A.R.T. Influence (rerun) · Daily Influence

• 0:10
  [SPEAKER_00]: Welcome to the daily influence where our mission is to deliver a daily dose of positive influence that can uplift you personally or be shared within your sphere of influence.
• 0:20
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• 0:40
  [SPEAKER_00]: Hey everybody Brian Smith here with the I&Team series and your daily influence and today I am going to be talking about the art of letting go which really in my business sense is the art of delegation and
• 0:58
  [SPEAKER_00]: It is one of the most difficult things that we face as leaders, first of all, but also as advisors to our clients.
• 1:07
  [SPEAKER_00]: We have to overcome leadership's hesitancy and a lot of the times inability to delegate effectively.
• 1:17
  [SPEAKER_00]: And there's a key to that because when we delegate effectively things work when we don't delegate effectively, it starts to break down.
• 1:28
  [SPEAKER_00]: So going to try to bring some clarity to delegation and why we call it the art of.
• 1:35
  [SPEAKER_00]: letting go.
• 1:36
  [SPEAKER_00]: And, you know, it's really important to know that delegation is not application.
• 1:42
  [SPEAKER_00]: It's empowerment through influx.
• 1:44
  [SPEAKER_00]: It's empowerment that's transferred.
• 1:46
  [SPEAKER_00]: The responsibility is not always transferred, but the ability to succeed, the ability to feel important, the ability to grow is transferred and it empowers.
• 1:57
  [SPEAKER_00]: So,
• 1:58
  [SPEAKER_00]: you know, from our work, specifically within my positive influence book, we know positive influence begins with self-awareness and ends in trust, delegation one done in a smart way, remember smart,
• 2:20
  [SPEAKER_00]: When delegation is done smart, it's not about dumping tasks on people.
• 2:24
  [SPEAKER_00]: It's not about getting rid of the things that we want to do it's about strategically, assigning responsibilities that align with others, strengths, and objectives, as well as our organizations or our team or whatever area of influence.
• 2:41
  [SPEAKER_00]: We find ourselves in his leaders letting go means allowing others to grow into that potential.
• 2:47
  [SPEAKER_00]: Well, how can they grow into that potential if we don't give them the opportunity for that?
• 2:52
  [SPEAKER_00]: It builds organizational resilience when we do this, and it also nurtures our team as future leaders.
• 3:01
  [SPEAKER_00]: When we delegate leadership responsibilities that come from us as leaders,
• 3:07
  [SPEAKER_00]: We're training them to be leaders.
• 3:09
  [SPEAKER_00]: We need to allow them to do that in the best way possible.
• 3:13
  [SPEAKER_00]: So how we tie that back to smart is, we're specific.
• 3:18
  [SPEAKER_00]: We assign the roles and responsibilities clearly.
• 3:22
  [SPEAKER_00]: But we don't do that.
• 3:23
  [SPEAKER_00]: We set them up for delegated failure.
• 3:27
  [SPEAKER_00]: In setting transparent expectations and metrics, isn't about controlling things.
• 3:32
  [SPEAKER_00]: It's about giving them measurement marks to reach, having clarity and how far they need to go or how much they need to do.
• 3:40
  [SPEAKER_00]: That's important for them.
• 3:42
  [SPEAKER_00]: It's important to their growth to contextfully understand how that measurement might work.
• 3:47
  [SPEAKER_00]: Regardless of what the measurement is, how it contextually applies to what's being delegated is amazingly important.
• 3:53
  [SPEAKER_00]: And aligning tasks with individual competencies is so important.
• 3:59
  [SPEAKER_00]: Do they have the strength to lead?
• 4:02
  [SPEAKER_00]: Do they have the understanding and the foundational support to lead?
• 4:05
  [SPEAKER_00]: Do they have your support to lead?
• 4:07
  [SPEAKER_00]: Without you micromanaging.
• 4:09
  [SPEAKER_00]: It's important that they understand the specifics and measure abilities so that we can understand if that's achievable for them.
• 4:17
  [SPEAKER_00]: If they have those core competencies that are needed.
• 4:21
  [SPEAKER_00]: And by the way, if they don't, but they can be learned or talked quickly, we can still delegate.
• 4:28
  [SPEAKER_00]: That's part of the learning process.
• 4:30
  [SPEAKER_00]: And is it relevant?
• 4:32
  [SPEAKER_00]: Is the task we're doing connected to both the individual and organizational goals within this person's area of influence or path of influence?
• 4:43
  [SPEAKER_00]: Is it something that they know now or is it something we want them to learn and be competent in later?
• 4:48
  [SPEAKER_00]: But it still has to be relevant, not only to us, but to them and in their path.
• 4:54
  [SPEAKER_00]: And then we have to have time bound to find clear deadlines.
• 4:59
  [SPEAKER_00]: have accountability because it allows us to measure growth.
• 5:03
  [SPEAKER_00]: Look if a person takes longer to lean into new tasks, we can adjust what our expectations are through more in future delegations.
• 5:13
  [SPEAKER_00]: We can help them grow at a pace that works for us on the expectations side and for them on the learning side.
• 5:20
  [SPEAKER_00]: Letting go becomes a performance lever, not a control sacrifice.
• 5:25
  [SPEAKER_00]: It allows us to have better controls on what our performance might be in this new process of us letting go, us leaning into our team and letting them be part of the overall leadership of our organizations.
• 5:43
  [SPEAKER_00]: And by the way, letting go is a cultural strategy.
• 5:47
  [SPEAKER_00]: It's a cultural strategy for scalable leadership.
• 5:50
  [SPEAKER_00]: That's why we believe one of the core tenants of smart management is building systems that transcend individual dependency.
• 5:59
  [SPEAKER_00]: What does that mean?
• 6:00
  [SPEAKER_00]: We have flat structures.
• 6:02
  [SPEAKER_00]: Leaders who hoard responsibilities become bottlenecks.
• 6:06
  [SPEAKER_00]: However, when we delegate and people understand what leadership is in the,
• 6:10
  [SPEAKER_00]: the scheme and understand in the strategies and the tactics of our business and what our goals are.
• 6:16
  [SPEAKER_00]: In contrast, we have delegation that creates shared ownership, shared responsibility.
• 6:23
  [SPEAKER_00]: It promotes trust.
• 6:25
  [SPEAKER_00]: and it unlocks innovation by giving the team members room to think and act independently.
• 6:32
  [SPEAKER_00]: It makes us better.
• 6:33
  [SPEAKER_00]: It's the whole idea of smart management being in these flat structures that provide this opportunity for scalable growth.
• 6:42
  [SPEAKER_00]: In responseable influence, our last book, the idea of ownership over Edo is emphasized.
• 6:49
  [SPEAKER_00]: Look, ownership of tasks, ownership of responsibilities, ownership of what needs to be done.
• 6:55
  [SPEAKER_00]: This is supposed to feed our Edo, it's supposed to be what it is.
• 6:59
  [SPEAKER_00]: It's a path for us to be successful together.
• 7:03
  [SPEAKER_00]: understanding who and what we delegate to how we do it and then it's done clear and in a smart way, delegation becomes a cultural commitment to trust will be act this way.
• 7:15
  [SPEAKER_00]: And it's an open invitation for team members to step into their own influence, develop their own leadership styles and a foundation that we have delegated to them based on our core values and our mission as an organization.
• 7:30
  [SPEAKER_00]: And what our areas of responsibility are within that organization.
• 7:34
  [SPEAKER_00]: And it not only fosters engagement and loyalty, but it scales leadership across the entire organization.
• 7:41
  [SPEAKER_00]: It elevates everybody into a leadership position.
• 7:46
  [SPEAKER_00]: And remember, if you can't let it go, you can't grow.
• 7:48
  [SPEAKER_00]: So if you're in a leadership position and you're struggling with delegation, think about what we talked about today.
• 7:57
  [SPEAKER_00]: Think about a leaning end to letting go, but make sure you do it smart.
• 8:03
  [SPEAKER_00]: develop the smart approach towards delegations.
• 8:07
  [SPEAKER_00]: So you understand what it means, what you're getting, and how to measure it along the way.
• 8:13
  [SPEAKER_00]: I hope you've learned something today about the art of letting go and delegation, and I look forward to talking to you again soon.
• 8:20
  [SPEAKER_00]: Have a great day.