3 tips for knowing when to 'drive it, delegate it or ditch it'

“My inbox is full and there are so only many jobs I can tackle,” said one person. “My days should be spent driving strategy, but they get consumed by catching-up on tasks. I only have so much energy, so it is important to channel this into the activities that will make a real difference.”

“Be selective to be effective,” is the motto. Let’s see how this works in practice. Imagine you are a leading a team. The first step is to agree with your sponsor on the results to achieve - this is the ‘What’. Here are three suggestions for then implementing the ‘How’.

1) Drive it.

Start by clarifying the things that you personally want to drive. Agree with the team on: ‘The 3 key things we can do to give ourselves the greatest chance of success are: … ” After identifying the top three strategies, you will find there are many projects, tasks and actions to be implemented. Looking at this list, clarify the ones that you personally want to drive. Then lead these - as if your life depended on it. Try completing the following sentence.

The things that I want to drive – and
the ways I want to drive these - are:

*

*

*

2) Delegate it.

Clarify the things you want to delegate – but then comes a key point. Give these to people who will deliver the goods - otherwise you will get worried micromanage and become a cop. How to delegate? One approach is described in the piece called 3 tips for clarifying each person’s contribution to the picture of perfection. That style of ‘delegation’ encourages people: a) To clarify their strengths and how they want to contribute towards achieving the team’s goals; b) To make clear contracts about their contribution; c) To deliver. Try completing the following sentence.

The things that I want to delegate – and
the people I want to delegate these to - are:

*

*

*

3) Ditch it.

Clarify the things you want to ditch. “I find this easy in theory, but more difficult in practice,” said one person. “I start out with good intentions, but then get guilty about neglecting certain activities.” This highlights a key point. It is vital: a) To clarify the consequences of ditching certain things: b) To anticipate and manage any difficulties that may arise. You will then feel more able to focus on the tasks that really matter. Try completing the following sentence.

The things that I want to ditch – and the ways I
will manage the consequences of doing this - are:

*

*

*

The work place becomes increasingly complex and people continue to be inundated with information, emails and requests. At the same time, they are urged to ‘work smarter, not harder’. Priority management is vital. There are consequences to this approach - but there are more minuses in trying to fill the day with 12 hours of fire-fighting. Peak performers focus on the key strategies that will give them the greatest chance of success. This calls for being able to ‘drive it, delegate it or ditch it’.