The concept of Delegate and Elevate has gained significant traction in recent years. Utilizing this approach empowers leaders by enabling them to effectively delegate tasks to their teams so that they have time and mental bandwidth to focus on higher-value activities that drive their organizations forward.
As a Visionary leader, the notion of doing it all can be overwhelming, yet completely relinquishing control can also feel risky. That’s where the Delegate and Elevate™ strategy comes into play by addressing this concern and creating an effective balance.
Delegate and Elevate™ is a leadership strategy that involves distributing tasks or responsibilities to others, enabling leaders to prioritize tasks aligning with their unique abilities and passions. It’s built on the understanding that leaders excel when they can dedicate their focus to tasks they excel at and enjoy while delegating the rest to capable team members.
There are several compelling reasons for Visionaries to implement Delegate and Elevate™ in their leadership strategy:
Making the most of the Delegate and Elevate™ strategy involves understanding how to categorize and prioritize tasks effectively. This is where the Delegate and Elevate™ quadrants come in. This simple yet powerful tool allows you to visually categorize your tasks into quadrants based on your enjoyment and proficiency. Let’s take a closer look.
As you can see, the Delegate and Elevate methodology uses four quadrants to help you categorize your tasks so you can better decide which ones to delegate. The four quadrants, as seen above, include:
Quadrant 1: Love it, Great at it – Tasks you excel at and enjoy.
Quadrant 2: Like it, Good at it – Tasks you enjoy doing but aren’t proficient in.
Quadrant 3: Don’t Enjoy it, Good at it – Tasks you’re skilled at but don’t enjoy.
Quadrant 4: Don’t Enjoy it, Not Good at it – Tasks you don’t excel at and don’t enjoy doing.
After identifying which quadrant your tasks fall into, the next step involves strategic task management and delegation. This means deciding which tasks should command your focus, which ones you should delegate, and which ones you might want to eliminate entirely. Here’s a guideline to help you make those crucial decisions:
Action: Concentrate on these tasks. They’re in your area of expertise and passion, providing maximum impact and stimulating your growth.
Action: Reflect on these tasks. You could continue doing them if they align with your role, delegate them to free up your time or invest in further developing your skills.
Action: Aim to delegate these tasks. While you’re capable of doing them, they’re not enjoyable to you, and there’s likely someone on your team who could perform them with more enthusiasm.
Action: Always delegate these tasks. They’re not in your wheelhouse and can distract you from focusing on what truly matters. If these tasks are redundant or unnecessary, consider eliminating them altogether.
A common problem when implementing Delegate and Elevate™ (D&E) is that many Visionaries and their leadership teams think they can handle their workload alone. Additionally, they may have concerns that tasks assigned to others may not be completed to their liking.
But, one of the most common issues that occurs is due to a failure to plan ahead. Many Visionaries and leaders simply don’t delegate because they haven’t included upcoming tasks or current projects in their planning process. This lack of foresight often results in these tasks falling back on them at the last minute as they don’t have sufficient time to provide directions to another team member or wait for their completion.
In my experience of assisting Visionaries and their leadership teams, a recurring challenge I observe is achieving a healthy equilibrium between professional duties and personal life. This balance is an elusive yet vital aspect that leaders often grapple with.
For this reason, my initial focus when working with a new client is to ensure the Delegate and Elevate™ strategy is implemented within the leadership team first. Effective management and work-life harmony are primarily influenced by leadership practices. If the leaders are struggling with workload and balance, this issue is likely to ripple down to their teams as well.
To ensure that Delegate and Elevate™ is implemented successfully, Leaders can embark on this transformative journey by taking the following three essential steps:
Establishing the optimum number of weekly work hours that align with your desire for balance is a crucial starting point. The Visionary and leadership team should clearly understand their 100% capacity to pave the way for sustainable progress.
Identifying the proportion of your 100% capacity that’s needed to fulfill your role efficiently is often a complex task for teams. Teams are often in reactive mode, dealing with tasks as they appear rather than planning strategically, which can obscure proper capacity understanding.
It may seem straightforward, but comprehensively listing all tasks and responsibilities associated with your role can be a complicated exercise. Teams often overlook the nuanced differences between broader categories like HR and Project Management and their subset tasks. For example, HR can encompass enjoyable tasks like interviewing candidates and tedious ones like researching market values for jobs. Recognizing these details and delegating appropriately is a crucial part of this step
For companies already running on EOS®, the EOS Implementer™ introduces and trains the team on the Delegate & Elevate tool. But as an Integrator™, I drive the tool through the organization.
There’s always a steep learning curve when implementing new tools, especially when it comes to business practices and how people are managed. My expertise is ensuring that everyone actively uses the tool and effectively delegates tasks throughout the organization. This is where I thrive.
The companies I partner with have seen astounding results because I bake in the practice with the leadership teams first and then cascade down the organization. It’s one thing to introduce a new tool, explain how it works, and then say, “My job here is done.” But, it’s an entirely different thing to integrate the tool through each level of a company and see it completely change an organization for the better.
If you’ve been looking for a Fractional Integrator™ to help you propel your business to the next level, schedule a call with me to see if you’re ready.
Brenda Violette, Founder and CEO of Violette Business Services, LLC, is a highly experienced and sought-after Fractional Integrator™ and Mentor based in Connecticut. With a remarkable track record of over 30 years in leadership, Brenda excels in administration, operations, and people management. As a relentless learner, Brenda actively engages in multiple EOS®-based Visionary/Integrator™ communities and holds esteemed memberships in the FIM (Female Integrator Mastermind) and Advanced Integrator™ Mastery Forum in Rocket Fuel. She’s also a distinguished Rocket Fuel Mastery Program graduate and a certified Kolbe Consultant™. With a keen focus on driving growth and making a positive impact beyond profit, Brenda guides Visionaries to achieve their strategic goals. Brenda brings transformative value to her clients and partners exclusively with companies operating on the Entrepreneurial Operating System® (EOS®), who are already working with an EOS® Implementer™ or have graduated from the program. Discover how Brenda can propel your business towards significant growth and sustainability while freeing you to fulfill your role as the Visionary. Visit www.BrendaViolette.com to learn more.
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