Have you ever looked back on the day and noticed how you failed (at least, in your own mind) to delegate to the best of your ability? Yes. Of course you have. We all have.

What happened? You delegated the wrong tasks. You delegated to the wrong people. You delegated at the wrong time. You delegated without the ingredients necessary for success. Ingredients like clarity, precision, autonomy and alignment.

But a better question than “What happened?” might be: What was my thinking state, at that time?

In my experience of working with leaders, managers and other professionals on the superpower of delegation, issues are less often around technique – and those are quickly and easily remedied, anyway. The core issue is the thinking state of the person in the moment of delegating.

So, alongside everything else you’ve ever read, learnt and practised over the years, add to your delegation competency the habit of shifting into a mental state best suited for delegation.

Here are 3 fundamental characteristics of that best mental state – and how to make your shift:

#1 A QUIET MIND

When I make poor delegation decisions, I’m often under pressure – and not handling it well. My internal chatter is turbulent. My mind is racing. My thinking is lacking control. I’m in a rush.

Before I even consider my next delegation decision, I want to notice where my mind is at; slow it right down; and quieten the noise. I do that by returning to the breath. I do that by observing (Self 1 to Self 2) any troubling thoughts. And I do that by labelling (in a word) the emotions attached to the thoughts.

#2 ALIGNED WITH THE VISION

When I look back on a moment of poor delegation decisions, I notice I’m in a reactive mindset and overly task-focused. There are circumstances in front of me – and I am victim to them. In my eagerness to relieve myself of the stress, I delegate with short-term perspective only.

Instead: I want to get back to the bigger picture, reconnect with our goals – and then delegate from there. I want to connect my delegation decisions with the mid- and long-term vision, even if those activities are the very smallest near-term steppingstones towards that vision. Ask yourself: What delegation decisions today best-serve our primary goals of tomorrow?

#3 WITH A FOCUS ON THE BENEFITS

When I struggle to delegate with ease and authority, I notice in this moment that I have an uncomfortable relationship with the idea of “delegation”. It feels like a convenience for me and an inconvenience for the person receiving the task. It’s tinged with guilt. And I’m apologetic for it. I don’t delegate in ways that excite and empower.

In my best mental state, I’m clear on the benefits of this delegation decision: benefits to me (freeing me up to focus on my priorities), to the bigger goal (how it contributes to the big picture) and to the person receiving the delegation instruction (their contribution to me and to the vision). Before delegating a task, take a moment to get clear on the extended benefits of this delegated task, own them and clearly communicate them. Build the habit of accompanying your delegation instruction with a word on the extended virtues of getting this task done.

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