Lessons from history’s first Executive Coach, and why they are still relevant today
It was more than 3000 years ago when the first coaching meeting was in session. It started with a long day of executive shadowing, followed by a short feedback session and one important lesson that is still very relevant to this day.
The coachee was Moses, and the executive coach was his father-and-law, Jethro.
Here is how it went:
“The next day Moses sat to judge the people, and the people stood around Moses from morning till evening. When Moses’ father-in-law saw all that he was doing for the people, he said, “What is this that you are doing for the people? Why do you sit alone, and all the people stand around you from morning till evening?” […]
What you are doing is not good. You and the people with you will certainly wear yourselves out, for the thing is too heavy for you. You are not able to do it alone. Now obey my voice; I will give you advice“ (Exodus, 18:13-19).
Fast-forwarding 3000 years to our present post-pandemic era, leaders are, just like Moses, still overwhelmed and overburdened by work. In a recent survey, 66% of leaders reported experiencing burnout during the past year, and 76% felt overwhelmed managing their people [1]. A 2022 survey found that 47% of small business owners feel run down and drained of physical and/or emotional energy as they work longer hours (62%), and take no time off even during holidays, vacations and family gatherings (53%) [2].
What should leaders do to break free from this cycle?
Jethro’s advice was simple: delegate:
“Every great matter they shall bring to you, but any small matter they shall decide themselves. So it will be easier for you, and they will bear the burden with you. If you do this, God will direct you, you will be able to endure, and all this people also will go to their place in peace.” (Exodus, 18:22).
While the concept of delegation is straightforward, its implementation is not. Having spoken to many business leaders on this subject–this month alone, I had four separate instances of coaching clients who experienced difficulty in delegating—Several underlying themes need to be addressed. But first, let’s focus on a more fundamental question.
Are you a manager or a leader?
Often delegation is difficult as it demands an evolutionary leap. A leap from being a manager to becoming a leader.
Managers organize the work. Leaders, on the other hand, create an engaging vision as the basis for strategizing and directing the team.
While it is possible to manage the work, it is impossible to lead and grow when stuck in the daily minutia. As Einat Guez—the founder and CEO of Papaya Global and the first female entrepreneur to own a unicorn in Israel— says, “always leave at least 20% of the time for strategy and not for the ‘here and now.’ Whoever does not do this finds the current taking over – and fails to grow” [3].
Research findings paint a similar picture. A Gallup survey found that CEOs from INC 500 who are high delegators post an average three-year growth rate of 1,751%, 112 percentage points greater than those CEOs who are low delegators [4]. Similarly, data shows a positive correlation between effective delegation and employee performance [5,6,7]. Demonstrating that delegation is not only crucial for leaders, but also induces higher employee autonomy while encouraging employee performance and engagement.
What are the four beliefs that prevent leaders from delegating?
Although leaders understand they need to delegate, they often find it challenging. In my coaching practice, I often hear four central beliefs that prevent leaders from delegating.
In the next section I highlight each belief alongside its accompanying thoughts and fears that prevent leaders from taking effective action. I end each section with several coaching questions and tips, and close with an exercise called “Clearing the table”.
The four central beliefs are:
Belief 1: “They can’t do it as well as I do” (they’re not skilled / not motivated / not committed enough):
Many leaders were promoted to leadership for being the best at what they do. This means that, more often than not, leaders are better than their employees in performing a task. Yet having the best capability doesn’t mean leaders should be the ones doing the task (even if it is mission-critical).
Underlying thought/fear: I need to have control, it must be perfect, my way is the best way, I need to be special, others cannot be trusted, I need to prove myself, I mustn’t be replaceable.
Ask yourself:
- What is it that prevents me from letting go?
- What would allow me to let go and let others do these tasks? (Be specific)
- What system or process do I need to put in place to allow me to let go? (Be specific)
Even if your team is not fully ready to take on a task, many leaders realize that if they:
- Create processes along a pre-determined timeline
- Break up the tasks into pieces and
- Coach the employees accordingly
It becomes much easier for them to allow the team to take on these tasks (see “Clearing the table” exercise below for more detail).
Belief 2: “It’s going to take me so much time to teach them, I rather just do it myself”
This short-term thinking drags many leaders into an endless cycle of putting out fires, as one simple task follows another. Interestingly, leaders who liberate themselves from this belief immediately feel a boost of energy as their minds are now free to focus on longer-term strategy.
Underlying thought/fear: I need to have control, I can only rely on myself, I am better than them, I shouldn’t ask for help, they may reject me.
Ask yourself:
- Is it possible to automate this task?
- If not, who can I give this task to?
- What process, timeline, and documentation do I need to put into place so others could do it?
Belief 3: “I am not comfortable giving my employees extra work”
While the notion here is altruistic—I should work with my employees, not overburden them—it is also missing the big picture. In order to lead, one needs to be able to strategize, look around, find the next fertile ground, or reach a solution on a grander scale. Looking at the bigger picture is what successful leaders do and is in everyone’s best interest, the leader, the team, the organization and the employees.
Putting your head down in what I call the “ploughing position” for extended periods is detrimental to everyone. As Jethro said (see bold):
“What you are doing is not good. You and the people with you will certainly wear yourselves out, for the thing is too heavy for you” (Exodus, 18:17).
Underlying thoughts/fears: I have to prove myself to my employees, they will not like me, they will reject me, I am not good enough.
Ask yourself:
1. Can I let go of my need for my employees’ love or approval?
2. Would taking on this extra work be best for me, the team and the employees in the long run?
3. What prevents me from acting as a leader in this team?
Belief 4: “I miss/enjoy doing those tasks”
Taking on short easy tasks that are enjoyable is excellent – if you have the time. Otherwise, doing tasks that you used to do instead of the ones you need to do is often a sign that the new tasks are inducing stress and anxiety.
Underlying thoughts/fears: My current tasks make me anxious; I prefer succeeding in something easy or familiar, I may fail if I try something new or uncertain.
If you find yourself circling back to those easy and familiar tasks instead of focusing on the critical ones, ask yourself:
1. Is this task critical, or can I delegate it?
2. What is causing me stress, worry or anxiety in my current critical task?
3. Is it safe for me to learn and make mistakes?
Taking the next step – Clearing the table – A practical exercise
Follow this baby-step exercise when delegation is difficult. The exercise is called “Clearing the table”, as once it is completed, it leaves your physical and mental table clear for strategic thinking.
1. Write down all the projects/tasks you would like to delegate to others.
2. Look at the list of people– which employee/s can lead this project/task – write down their names next to each task.
3. If you get stuck on a project, circle it and write down what scares or worries you concerning this project/task or person.
4. At the end of this process, you should now have a list of projects with their respective leader/s.
- Create a timeline of passing on the baton for each project.
- Set a meeting with each new project leader.
- Make sure you pass on the baton in a clear manner:
1. Explain what you expect them to do.
2. Create clear milestones for them, and
3. Set the next meeting with them in X amount of time so you can follow their progress.
Note: Keep in mind that delegating is neither micromanaging nor abdication. Initially, you need to factor in more time for employee teaching and coaching.
A few final words
While delegation seems straightforward, leaders often find themselves in an endless loop of doing “here and now” instead of strategizing and visualising the future. If you feel stuck, look for your underlying fears and beliefs to find your path to becoming a higher delegator leader, so you could, just like Moses, reclaim your time, empower your employees, and reach higher levels of performance and growth.
This article was first publish on the LTI blog
Resources
[1] Verizon, 2021: “Verizon Media identifies the top mental health issues for corporations today” link (retrieved: 27.1.22)
[2] Capital One Business, 2022: “Small Business Owners Exhausted, but Optimistic Heading into 2022”, link (retrieved: 27.1.22)
[3] Einat Guez Interview (in Hebrew): link (retrieved: 27.1.22)
[4] Gullap, 2015 link (retrieved: 27.1.22)
[5] Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(8), 951-968.
[6] Ugoani, J. (2020). Effective delegation and its impact on employee Performance. International Journal of Economics and Business Administration, 6(3), 78-87
[7] Mathebula, B., & Barnard, B. (2020). The factors of delegation success: accountability, compliance and work quality. Expert Journal of Business and Management, 8(1).
