Address the Hard and Uncomfortable: Three Tips for Delegating Sensitive Goals
- Posted on Dec 6, 2023
Why is it easier to complain rather than plan your escape into a better situation?
Why do you feel more comfortable asking a doctor to medicate away your feelings instead of asking yourself to take action to change your situation?
As a clinical sociologist working in both the micro individual level and the macro organizational level, I see this in BOTH arenas.
In the workplace, this might manifest as hiring a consultant to “FIX” our culture.
Or perhaps we bring in a high-level “diversity officer” and expect them to single-handedly fix systemic oppression and erase the trauma of decades of microaggressions.
It’s easier to check off the box and give responsibility for the hard and uncomfortable to others.
Because as a leader – we’re supposed to delegate, right????
Delegation doesn’t mean as leaders we’re no longer accountable.
Delegation doesn’t mean we can step away, *especially* when it comes to overarching, strategic goals such as culture and belonging that are deeply integral for the health of the organizations we’re leading.
When we place unrealistic expectations on one person or on one small team within our organization, we set them up to fail. If for some reason they don’t fail – if for some reason they succeed – that’s great – but at what cost?
I can tell you the cost may include some of the members of that workgroup promising themselves NEVER to work on a similar group in your organization again. They’ll say thanks, but no thanks! That extra work, was a little too extra!
More difficult and time consuming than it should have been. Not as fulfilling and rewarding as it could have been.
This type of failure or lackluster “success” on sensitive issues around culture and belonging can be traumatic. The resulting negative energy can seep into every part of the organization. A stain that is seen but can’t be washed out.
You’ll have to start from scratch, but this time re-establish the trust that was lost.
You’ll likely be starting with many new people as well, since turnover often increases when leadership lets its people down.
Leading in our federal government, academia, and nonprofits can feel like an uncertain journey where you’re low on resources, morale, people, and clarity.
As a leader – Lead with transparency. Lead with encouragement, compassion, and my favorite – lead with a listening spirit.
Your people will *want* to do their part.
Everyone has a role in addressing the hard and uncomfortable. Not a single consultant. Not a small ‘workgroup’. Everyone.
Consider these four tips after you’ve delegated sensitive goals:
- As a leader, if you’ve tapped a ‘workgroup’ to do something important, when was the last time you showed up to one of their meetings? Your presence would speak volumes. Or, instead, do you wait for them to schedule an appointment with you to ‘present their ideas’ or otherwise brief you? How can you show your support to the workgroup with action? Do you offer ways to help them, or must they always ask? Keep in mind power dynamics and switch it up. Ask about their availability so you can get onto their calendar instead of having them go through a secretary or other hoops to connect with you.
- Consider reframing your relationship with the workgroup as if you’re their mentor. How could you use your leadership influence to help them succeed? What honest wisdom could you share to help achieve shared goals? In what ways could you be their sponsor?
- How can you make consistently clear to the rest of the organization that you’re a champion for the workgroups mission, 100%?
- If you hire a consultant or new position in which you’re delegating to, reframe your relationship so that the language used and behavior you demonstrate makes clear they are your partner (or accountability partner). Spending money on these types of roles demonstrates you’re willing to put your money where your mouth is, but don’t forget that for those in power, money comes more easily than time and presence. Don’t think you can throw funding at an issue and get the same result as if you also gave this issue your time and attention. You will model the way by showing up and getting involved. Your deeper involvement and sponsorship will make clear that the issue is a priority and that it genuinely matters to you.
Hope you found this helpful! I thrive on leading change and leading people. I enjoy advising and collaborating with leaders and their organizations. Please stay in touch or reach out to me today for more tips or support.
P.S.
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