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This video will explain how you sometimes take on your employees' tasks
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and what are the real reasons that make delegations so difficult.
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If you overcome these obstacles,
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delegation will become a piece of cake for you.
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What are the obstacles to delegation?
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Have you ever heard the expression
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take in a monkey?
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It comes from a 1974 article in the Harvard Business Review.
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Its authors Onan and Vvas tell the story of
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a manager who meets his employee in the corridors.
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The employee tries to explain their problem to him.
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The manager knows enough to feel concerned,
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but not enough to solve it on the spot.
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He tells the employee
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that he is in a hurry,
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that he will think about it and get back to him as soon as possible.
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The employee had a monkey on his shoulder
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when he passed the manager.
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When they separated,
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the monkey had jumped on the manager's shoulder.
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The manager voluntarily took a monkey by
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accepting a subordinate position from his employee.
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He accepted the responsibility and promised his employee
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that he would report back to him.
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chances are that the employee is likely to stick
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his head through the office door and naively ask,
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So where do we stand on the matter?
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From this article came the expression Take in a monkey.
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To take a monkey is to accept a delegation from upside down.
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It's the perimeter of your subordinate of your employee,
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who is taking it on your shoulder.
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What was the last monkey you took on?
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What is the monkey that you urgently need to give back
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so that it can be fed and cared for by its master and not by you?
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I will now mention the exceptions in which it
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might be legitimate for you to take a monkey
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in case of understaffing and when faced with an employee in distress.
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it can only be occasional,
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as delegation must always be the other way round.
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The reasons you end up with a monkey on your shoulders are
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most of the time the same reasons that prevent you from delegating.
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What are your personal barriers to delegation and why do you accept monkeys?
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A tool borrowed from transactional analysis and developed by Taibi Kalla
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details the five obstacles to delegation.
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Which one of these 5 internal drivers will get you up and running?
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Do you want to be perfect,
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to please others,
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or show that you are up to the task?
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What is the driver that most stimulates you in your work?
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The be perfect seeks perfectionism in all circumstances.
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It can redo a task or reread a document several times
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and go into too much detail with a lot of anxiety about doing the job badly.
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They will slow down their impulses of delegation
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because they believe that it will not be done as well done by the employees.
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in the early stages of delegation,
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your employee will not do as well as you,
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and perhaps there will be mistakes.
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Learn to correct some
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and let others go,
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because making mistakes and learning from them is part of learning.
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Your employee will also have their own criteria
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for what constitutes a well done job,
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and you will have to let go of your perfectionism
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little by little to focus on what is essential.
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The be strong wants to show its strengths and hide its weaknesses.
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It rarely complains or asks for help,
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sometimes taking on too much.
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They do not like to admit their limits,
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so it is difficult for them to delegate because they think that
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they don't need anyone and that asking for help demeans them.
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They will feel appreciated to take on monkeys and
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be needed even though they may complain about it.
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They will be happy to keep certain tasks to show that they are strong,
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that they know how to do it.
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They will sometimes seek to keep power by keeping strategic information and files.
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The be strong could benefit from showing their vulnerability.
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I can't handle it all.
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Can you do that for me?
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the hurry up feels that in order to get there you have to be fast.
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They may seem restless,
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or even overworked.
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They run the risk of making mistakes in the rush and always run out of time,
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even though they may sometimes linger.
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They will have difficulty delegating and will take monkeys because
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it seems quicker to do things on their own.
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it takes me longer to explain it than to do it.
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They will refuse to invest time in the short term by setting up the delegation.
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They will feel that they lack time when they
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could gain much more time in the long term.
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The keys to delegation for the hurry up,
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giving yourself more realistic deadlines,
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running less and daring to lose time,
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delegating in the short term,
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only to gain more time later.
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the please others very sensitive are ready to forget themselves for others.
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They tend to become a savior dependent on the recognition of
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others who they can blame when they're all burnt out.
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They will have difficulty delegating and will take
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monkeys to please others and feel useful.
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They will not allow themselves to say no
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in order to avoid disappointing and hurting
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and to receive recognition.
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They will pretend that they do not want to overburden their poor employees
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and will prefer to support them
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by taking it upon themselves.
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The key to delegation for to please others is first of all to stop taking the work of
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others and to stop delegating only what others like
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while keeping the most boring things to themselves.
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If you feel being to please others above all,
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you should learn to no longer need to be a manager everyone likes.
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The manager must accept to be disliked by employees,
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otherwise he will never dare to delegate.
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the try hard has learnt that someone who works hard to the point of exhaustion
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eventually succeeds.
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not necessarily in an orderly and successful manner.
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They will take monkeys and will refuse to delegate
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because of their notion of effort and personal investment.
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They are proud to say to themselves,
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I come home late from work.
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I take it upon myself because I have so much work to do.
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That's what gives them value
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in their opinion.
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The key to delegation for tryhards is to understand that their value is not measured
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by how tough their work is.
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If they find out that certain tasks can also be done with pleasure,
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whether these tasks are done by themselves or by others,
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they will be less reluctant to consider delegation,
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no matter what my coaches say,
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the real reasons that prevent them from delegating are often one of these.
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Do you need to be perfect,
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to try hard and be fast?
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