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Leadership
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4 Delegation Basics That

Make It A Lot Less Scary For

New Managers

Jul 31, 2015, 10:20am EDT

The Muse Former Contributor

In a time when productivity apps and multitasking are the new
normal, people are often inquiring what my “secret sauce” is
for getting so much done. While endless hours of hard work can
build toughness, it can also lead to burnout—the world’s most
productive workers are not those who work 18-hour days and brag
about it on Friday night.

If you want to become a highly productive person, in work or in life,
I can only recommend one thing: Learn to delegate. The power is
not just in offloading tasks, but gaining the power to choose what is
—and isn’t—worth your time.

This epiphany came to me while in college, where the use of virtual
assistants allowed me to outsource aspects of my small online
company while simultaneously attending to the parts of the
business that I really enjoyed. I made a list of all of the things I
liked working on, or knew I needed to do myself, and assigned the
rest. I was hooked!

Related: The 10 Rules Of Successful Delegation

In fact, I believe in it so much that I’m the founder and CEO
of Zirtual, a company that connects busy people with virtual
assistants. My hope is that—even if delegating seems scary or
unfamiliar—you will soon discover that it’s a fast track to getting
back to doing what you love most!

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1. Make Things Tangible

Outline your objectives, goals, and expected outcomes per day,
week, month, and quarter. This will give you an idea of the
challenges you and your team are facing, and ultimately, the overall
organization’s goals.

Offloading your to-do list is more than just lightening your load.
Delegation is about empowerment, as it gives your team an
opportunity to develop as individual leaders—the same way it
allows you to be a more impactful manager.

Much like in school, business has its formalities: Certain projects
must be completed in specific ways. As a strong leader you can keep
this same formality without being considered a micromanager. One
option is to schedule one-on-one weekly private meetings to discuss
the week’s agenda, goals, and progress. Another one is to create
guidelines for what you expect the finished project to look like.
While you can definitely include suggested steps, let your
employees find their own methods to getting it done.

For managers who fear delegation, this will provide an opportunity
for you to closely oversee projects while still giving your team the
space to manage their own tasks.

2. Remember That Delegation Without Trust Is
Babysitting

When you assign a task to an employee, it’s important to put the
time into setting him or her up for success so as to avoid
micromanaging down the line. People will rise to the demands of
the task if you give them the opportunity to do so. If handing off an
important assignment scares you (and it will if it’s one you’ve
personally worked on), start slowly. Assign a portion of the task
first, or start with a smaller responsibility. Once you see that your
employee’s capable—and he or she surely is!—you’ll feel more
comfortable handing over more.

Let go of the idea that you can do it all—you can’t. Take this as a test
of humility and accept the fact that you cannot successfully manage
a team without offloading. Management is often times referred to
as office babysitting, but that’s absolutely in your control, and the
first step to transforming into a true leader is to assign
responsibilities.

3. Conquer Your Fear

Fear of delegating shows itself in many ways. Debilitating thoughts
like, “I can do it better myself,” or “I can’t fail,” or “I don’t want to
depend on anyone else,” or “I can’t trust them,” will hinder your
ability to do it correctly. Acceptance will empower you, give you
peace of mind, allow you to be free to see the bigger picture, and
prepare you to master it.

The quickest way to overcome such fears is to evaluate the return.
It’s not whether or not you can complete the task on your own (if
you really wanted to, you could). But, ask yourself: What’s the
return on investment by doing so? Remember, there’s a difference
between you doing it better and you doing it differently. Often
times, the finished product isn’t what you would’ve produced, but
that doesn’t mean it’s not just as good or effective.

Related: 3 Times You Shouldn’t Delegate (And 3 You Really
Should)

Focus your personal energy and attention on high-return tasks:
strategy, new hires, partnerships, or organizational structure.
You’ve gotten to this level by trusting yourself and others trusting
you. Free up your schedule to attend to these high-level issues by
believing that your employees will get the low-return tasks done for
you just as well as you would have. Delegation from a manager can
often times be a bridge to building stronger relationships on the
team, as well as become an opportunity for mentorship.

4. Make Delegating A Habit

Successful delegators plan their tasks out with an eye on the items
they can assign to others. If offloading feels unnatural to you,
picking up a few new habits will make it easier to identify tasks you
can share. As a result, you’ll be a better manager to your team and a
more efficient and focused leader.

For starters, if you have people in support roles below you, allow
them to do their jobs! If you have an assistant, let him handle
administrative tasks by giving him access to your calendar—and
empowering him to help manage it. Or, if you don’t have a human
to help you with administrative tasks, check out all of the apps
specifically designed to manage your day and keep things
organized. Even the process of storing different goals in different
apps helps you practice compartmentalization and letting someone
(or in this case, something) help you.

Offloading administrative tasks helps you stay focused on the larger
goals ahead. Delegators are successful because they have a clear line
of sight and know how to best allocate their time.

Related: The Control Freak’s Guide to Delegating

As a good manager, it’s your job to lead change and motivate people
in a variety of ways. Part of doing that efficiently is offering your
employees new opportunities to learn and take on bigger
challenges. Your team will be happy because of the additional
opportunities to grow. At the same time, you’ll have freed up more
of your time to focus on the larger picture of leading your team to a
greater level of productivity.

So no, delegation isn’t simply the ability to unload work onto
someone else. It’s an opportunity to maximize the productivity of
an entire group or system. It’s the ability to spread crucial tasks
among a set of hands, picking and choosing the most appropriate
places.

This article was originally published on The Daily Muse.

Maren Kate Donovan is the founder and CEO of Zirtual, a startup
that connects busy people with dedicated virtual assistants.

The Muse Follow

We are your ultimate career destination, offering exciting job opportunities,

expert advice, and a peek behind the scenes into fantastic… Read More

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Leadership

Mar 3, 2022, 11:06am EST

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The following remarks are from Wingee Sampaio, Global Program Director at the Cartier Women’s

Initiative. They have been lightly edited for clarity and length.

What is the Cartier Women’s
Initiative, and why was it started?

The Cartier Women’s Initiative is an annual international entrepreneurship program that

aims to drive change by empowering women impact entrepreneurs. We have found

that despite running positive impact businesses that are financially viable, women

impact entrepreneurs contend with persistent challenges and bias.

Founded in 2006, our program is open to women-run and women-owned businesses

from any country and sector that aim to have a strong and sustainable social and/or

environmental impact. Our vision is a world in which every woman impact entrepreneur

driving social and environmental change can achieve her full potential.

How has the initiative evolved over
the past 15 years, and what’s on the
horizon?

Over 15 years, we have grown from an annual, one-off event celebrating the potential

of women as impact business leaders to a stand-alone, yearlong program that supports

and uplifts women impact entrepreneurs leading up-and-running businesses. Our

program is based on four complementary pillars:

How has the program benefited
women and society as a whole?

To date, the Cartier Women’s Initiative has supported women entrepreneurs from 62

countries and disbursed $6,440,000 in award money to 262 women entrepreneurs. Our

recent Impact Report shared the following results of our program:

Why is it so important to empower
women entrepreneurs?

What would a world where every woman could achieve her full potential look like?

Global GDP would be boosted by over 25%. Corporate innovation would be six times

higher. There would be less hunger, fewer child deaths, less disease and more lasting

peace. In other words, we would be much closer to achieving the SDGs and making

the world a better place for everyone.

With less than a decade left to achieve the SDGs, the time is now to empower more

women and leverage business as a force for good. The world needs all of us.

What leadership lessons have you
learned from the entrepreneurs
Cartier supports?

The initiative has always been a source of inspiration for us at Cartier. We see in

women entrepreneurs the same values as some of the Maison’s DNA—creativity,

boldness, generosity.

We have translated some of the entrepreneurship leadership experiences into an

intrapreneurship leadership program for women leaders at Cartier. And, during the

pandemic, the Cartier Women’s Initiative itself has learned so much specifically from

the resilient practices of women impact entrepreneurs: Don’t rest on your laurels, keep

experimenting, sound out your ecosystem. That has been our philosophy as we grow

our program in scale and ambition.

Cartier

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The Cartier Women’s Initiative Awards, which recognizes 24 talented women

impact entrepreneurs from around the world who are leveraging business as a

force for good

The fellowship program, which provides tailored human capital support to the

three finalists in each Impact Award category (Preserving the Planet, Improving

Lives and Creating Opportunities)

The community, which gives fellows lifelong access to a vibrant group of

changemakers, creating opportunities for engagement, relationship building

and the development of social capital

Thought leadership, which drives an active conversation about women impact

entrepreneurs through content curation and research partnerships such as with

the Global Entrepreneurship Monitor

Respondents reported that the program gave them a sense of belonging (90%)

and expanded their network (88%). Overall, the fellowship contributed to

women impact entrepreneurs’ self-confidence (90%) across geographies and

editions.

81% of respondents stated that the program helped them develop their

business skills.

99% of respondents reported contributing to at least one of the United Nations’

Sustainable Development Goals (SDGs). Collectively, they contribute to all 17

SDGs. And the top SDGs that fellows’ businesses contribute to are SDG 3:

Good Health and Wellbeing and SDG 8: Decent Work and Economic Growth.

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Skills to Pay the Bills

98

Problem Solving and Critical Thinking
Everyone experiences problems from time to time. Some of our problems are big and complicated, while

others may be more easily solved. There is no shortage of challenges and issues that can arise on the job.

Whether in an office or on a construction site, experiencing difficulties with the tasks at hand or with co-

workers, the workplace presents ongoing challenges on a daily basis. Whether these problems are large or

small, they need to be dealt with constructively and fairly. Having the necessary skills to identify solutions to

problems is one of the skills that employers look for in employees.

Employers say they need a workforce

fully equipped with skills beyond the

basics of reading, writing, and arithmetic

to grow their businesses. These skills

include critical thinking and problem

solving, according to a 2010 Critical

Skills Survey by the American

Management Association and others.

Problem solving and critical thinking refers to the ability to use

knowledge, facts, and data to effectively solve problems. This

doesn’t mean you need to have an immediate answer, it means

you have to be able to think on your feet, assess problems and

find solutions. The ability to develop a well thought out solution

within a reasonable time frame, however, is a skill that

employers value greatly.

Employers want employees who can work through problems on their own or as an effective member of a

team. Ideal employees can think critically and creatively, share thoughts and opinions, use good judgment,

and make decisions. As a new employee, you may question why an organization follows certain steps to

complete a task. It may seem to you that one of the steps could be eliminated saving time, effort, and

money. But you may be hesitant to voice your opinion. Don’t be; employers are usually appreciative when

new employees are able to offer insight and fresh perspective into better and more efficient ways of doing

things. It is important to remember, however, that as someone new to the organization, you may not always

have the full picture, and thus there may be factors you are unaware of that dictate that things be done in a

particular way. Another important thing to remember is that when you are tasked with solving a problem, you

don’t always need to answer immediately.

The activities in this section focus on learning how to solve problems in a variety of ways in the workplace.

Participants will hear about how to properly tell the difference among criticism, praise, and feedback and

reacting appropriately. The section will also review strategies for making ethical decisions, solving problems

on a team with others, and learning how to take into account others’ perceptions when assessing actions or

statements in the workplace.

A note to facilitators: Building self-determination skills, such as goal setting, decision-making, self-

advocacy, and problem solving should be included in career planning for all youth. Youth with disabilities

and/or other (perceived) barriers to employment and/or disconnected youth will tend to have a resiliency

not always experienced by their same aged peers – and not always easily seen or understood by themselves

or by adults. You are encouraged to use the activities in this section to help young people explore how the

obstacles they (or those they know) may face in life can pose an opportunity for developing and

demonstrating maturity, responsibility, and wisdom. Providing young people with safe opportunities to

explore how their personal resiliency can be used to develop enhanced problem solving and conflict

resolutions skills is a opportunity many adults may shy away from, but one that may ultimately be a gift.

Mastering Soft Skills for Workplace Success

99

21. Praise, Criticism, or Feedback

JUST THE FACTS: In a work setting, we give and receive many different types of information. The

purpose of this activity is to help participants determine the differences between criticism, praise, and

feedback – not only how to offer it, but how to receive it as well.

Time
20 minutes

Materials

Directions
Discuss the difference between praise, criticism, and feedback and ask participants for

examples of each.

• Praise: an expression of approval

• Criticism: an expression of disapproval based on perceived mistakes or faults

• Feedback: information about a person’s performance of a task – used primarily as a

basis for improvement

Divide the group into pairs of two. Read the following statements aloud – one at a time. It

is suggested that the facilitator use different voice tones to truly help participants

differentiate the intended meaning of each sentence (which, by the way, can certainly

vary). After each statement, give each pair 10 seconds to decide whether the statement is

criticism, praise, or feedback. Someone from each team should hold up the card that

represents a collective decision. If chart paper and sentence strips were used, participants

could move around the room to match each statement to what they believe to be the

correct match.

1. Mr. Jones told me how much he appreciated your thank you note after the job

interview. He thought it was a great personal touch.

2. Your desk is such a mess. Are you sure you are not trying to grow your own paper?

3. I noticed that you’ve been coming in late the last couple of days.

4. How many times do I have to tell you how to file these documents?

5. You look great today.

6. It would work better for me if I could explain my version of the story out loud before

you ask questions.

• One set of “Praise | Criticism | Feedback” cards for each group. Alternatively, you

might choose to hang three pieces of chart paper – each with one of the words on it.

Slips of paper could be made with the statements below.

Skills to Pay the Bills

100

7. You’ve improved a lot this week.

8. I found it difficult to evaluate this resume because it was messy.

9. I liked it much better when we got to choose the projects instead of being assigned to one.

With the larger group, discuss the different ways people may react or respond differently

to praise, criticism, and feedback. It is inevitable that we will all receive criticism at some

point on the job, and the way in which we respond can impact our own attitude and the

attitudes of those with whom we work. Discuss with the group how they, personally,

respond differently to praise vs. feedback vs. criticism.

Conclusion
Take the opportunity to rephrase the way in which any of the above statements were

made. How might rephrasing get a different response or reaction? If you had to make a

rule for how you would like to receive feedback and criticism, what would that rule be?

Journaling Activity
How does it make you feel when others criticize the work you do? Are you able to respond

to feedback differently? Think about a time when you criticized someone else. What

happened? How did that situation ultimately make you feel?

Extension Activity
Often times, the inability to give and/or receive criticism and feedback might cause

conflict in the workplace. Reach out to the National Institute for Advanced Conflict

Resolution (http://www.niacr.org/pages/about.htm) to find local, no-cost training

opportunities or workshops for participants. You might also try your state or county’s

mediation center (often connected to juvenile services) to see what programs are offered.

Mastering Soft Skills for Workplace Success

101

PRAISE

CRITICISM

FEEDBACK

Skills to Pay the Bills

102

22. Workplace Ethics

JUST THE FACTS: We all have our own set of values or standards of behavior that we operate by on a

daily basis. However, we may not always feel we can apply these same principles or standards while at

work. The purpose of this lesson is to help participants learn some of the steps necessary to make

ethical decisions on the job.

Time
30 minutes

Materials

Directions
Ask participants the following questions – and discuss answers with the group: How do you

make decisions? Is decision-making a skill that was taught to you? Do you have personal

rules for decision-making? If you have rules, do these rules change if you are making

decisions at home, at school, with friends, or at work?

Now, let’s discuss ethics. What are ethics? [Possible answer to be discussed: a set of

(often unspoken – and generally understood) moral principles relating to a specified group,

field, or form of conduct; a group of moral principles, standards of behavior, or set of

values regarding proper conduct in the workplace].

Ethics on the job often deal with a code of conduct or a set of principles for BOTH the

employer and the employee. Ask for and offer some examples of workplace ethics from

both the EMPLOYER and the EMPLOYEE. For example:

A list of work ethics for an employer or a company might be:

• To provide a safe work environment for staff and employees

• To treat employees with dignity and respect

• To provide a fair wage for the services rendered

• To handle all business transactions with integrity and honesty

• Activity 22 – one copy for each participant (or group). These materials were adapted

from Lesson Planet: Tools For Success: A Study in Employer/Personnel Issues, Ethics,

and Professional Behavior (Alabama Learning Exchange)

Mastering Soft Skills for Workplace Success

103

A list of work ethics for an employee might include:

• To show up on time

• To tend to company business for the whole time while at work

• To treat the company’s resources, equipment, and products with care

• To give respect to the company; that means honesty and integrity

Ask the group what types of ethical issues might come up at work?

Choose one of the scenarios in Activity 22 for group discussion (be sure to read the

introduction first). Read the scenario aloud (and have copies for those who would like to

read it as well). With the group, walk through a basic process for ethical decision-making.

Four-Step Process for Making Ethical Decisions at Work:

1. Define the problem (or ethical situation).

2. List the facts that appear to be most significant to the decision (and consider who is

affected).

3. List two or three possible solutions (and how these solutions could impact each person).

4. Decide on a plan of action.

Divide the group into four smaller groups (and have each group choose one of the

remaining scenarios). Each group should take no more than 10 minutes to read, discuss,

and have a plan in place for discussion.

Conclusion
Do you think these situations really happen on the job – in real life? Share how the

decision-making process worked for each group. Were these easy problems to solve?

Journaling Activity
When it comes to decision-making, there are some people who like to make decisions by

themselves, while others would like to talk things through with someone else. Which type

of person are you? Give an example or two. What are some of the pros and cons associated

with each type of decision-maker?

Extension Activity
Have the group create additional “case studies” to share with each other for problem

solving practice. Participants might ask an adult they know to offer a “real life” example

of an ethical dilemma they have faced. These should be shared with the group.

You might also consider expanding the discussion to include more examples of sexual

harassment on the job. Unfortunately, this is not an uncommon issue for teens to be

dealing with on the job.

Skills to Pay the Bills

104

Activity 22. Workplace Ethics: Case Studies

For each of the following case studies, assume you are employed by a large computer company, with

approximately 1,000 employees. The company is located in your town. Read each case study and

follow the four steps for making ethical decisions. You will be discussing your decision-making process

(and your ultimate decision) with the group.

Case 1: LaKeisha is an administrative assistant in the Human Resources Department. Her good friend

Michael is applying for a job with the company and has agreed to be a reference for him. Michael asks

for advice on preparing for the interview. LaKeisha has the actual interview questions asked of all

applicants and considers making him a copy of the list so he can prepare.

Case 2: Emily works in the Quality Control Department. Once a year, her supervisor gives away the

company’s used computers to the local elementary school. The company does not keep records of

these computer donations. Emily really needs a computer. Her supervisor asks her to deliver 12

computers to the school.

Case 3: Marvin is an assistant in the Building Services Department. He has just received a new work

computer and is excited to try it out. His supervisor has a strict policy about computer usage (for

business purposes only), but Marvin wants to learn the email software. He figures one good way to do

this is to send emails to his friends and relatives until he gets the hang of it. He has finished all of his

work for the day and has 30 minutes left until his shift is