I can do it quicker myself! 
Sound familiar? We've all been there. Operating at full capacity, then another simple task comes along and we add it to our own pile.  

We're talking about the tasks that anyone can do, but to pass it on requires some added explanation that makes it feel easier to just get on and do it yourself.  STOP!  This mindset will only end up burying you deeper and deeper, until overwhelm and burnout beckon.   In the short-term, yes, you might be right. It might be quicker to do the task youself. But investing a bit more time in the short-term is a strategic win looking further ahead.   What message does it give your team?   If you are unable to let go of simple tasks, or unwilling to delegate, what does that say to your team? That you don't trust them? That you think they aren't capable? Sounds pretty demoralising when you put it like that.   It also robs them of the chance to learn and develop new skills. Remember our mantra, 'if they are learning, they aren't leaving'?  Giving your team the opportunity to support you and gain experience is a win, win outcome.   "It's not that easy!" I hear you cry, and, again you are right. Unless of course, you follow our foolproof steps to delegating success! 

1. Use the Dead Presidents matrix to identify tasks to delegate 
The Eisenhower Matrix forces you to categorise your to-do list on two axis - importance and urgency.  
If it is urgent and important, you deal with it immediately.  
Tasks which are important to your long-term goals, but not urgent, you can schedule a suitable time to complete them.  
If it isn't urgent or important, you get to delete it. 
Finally, if it is urgent but doesn't require your specific skillset, then you must DELEGATE it! 
2. Get the Monkeys off your back 
If jobs you delegate often come back and you end up redo-ing them, this is for you. The focus here is on DELEGATION, not ABDICATION. What the difference? Delegation empowers someone, abdication simply passes the buck. There are four key steps to master. 
Name the monkey (task). Everything has a name – and be clear what it involves. 
Assign the monkey. Decide who to hand it to carefully. This shouldn’t simply be the closest person to you. Who is best suited to the task? 
Insure the monkey. Take out an insurance policy by being clear on what you expect and training them properly to ensure it doesn’t bounce back. 
Check on the monkey. Before the task is finished, check on progress so you have time to course correct if need be. 
The first time you go through the steps might take a bit more time, but we promise the investment in getting it right is worth it. Because next time, you can flick that request right on and know that it will be done properly. 
3. For elite-level delegation, help your team GROW 
Once the team has the hang of tasks being delegated, we can empower them further still. By using the GROW model, they can approach any task or decision logically and come to you with solutions, not problems. 
Get your team to ask themselves the following questions: 
Goal. What do we need to achieve? Keep it as simple and specific as possible 
Reality. What do I need to consider? Brainstorm the good/bad/ugly of the issue 
Options.What are the possible ways of completing the task? Go as broad and deep as you can here. Always remember to include doing nothing, as that is a choice. 
Way Forward. Which option will you choose? You can keep control and make this decision, or, when the time is right, give the power to your team to decide for themselves. 
There you have it. Three tools to not only get the monkeys off your back but also help you be clear on your priorities AND engage and empower your team. 
Let us know how you get on! 
*For further reading on managing monkeys and the implications for your precious time, check out this article by William Onken in Harvard Business Review. https://hbr.org/1999/11/management-time-whos-got-the-monkey 
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