I once consulted to a CEO brought in to manage a turnaround. We had to be careful about what we could delegate and what we had to do ourselves. Unavoidably, a number of people had to go. The CEO would not delegate this task. He disliked doing it, which is why he would not ask anyone else to do it.
Often the parts of your job that you dislike are the pieces you should not delegate because they matter to your role, they determine your success, or because others know that it is cowardly to delegate that which you dislike doing.
Collective success is more likely if you have the discipline to delegate not what you dislike, but what others can do better than you.
Every week, and often every day, the Chief Nonsense Officer expresses his opinion on a regional public radio (NPR) station somewhere. The above podcast is the radio version.
© 2016 James Henry McIntosh – nonsenseatwork.com