Gary Winters

Coach  Workshop Facilitator Author

Have you cleaned your plate?

You’re so busy – there’s way too much on your plate. But wait! You’re in charge of the team – you have an option not available to everyone. You can delegate!

Yes, you can, but you’d be wise to put some thought and planning into it. Do it well and reap the rewards. Do it poorly, you’ll lower morale, decrease commitment, and spend even more time cleaning up the mess.

Delegation is a leadership tool.

It’s ideal for certain tasks and projects, and completely inappropriate for others (just as hammers are great for pounding nails but terrible for driving screws). Learn to delegate well and you’ll build a stronger, more skilled, and more autonomous team, able to get amazing things done without you hovering over them.

In this two-part series, we’ll start with what to delegate. Next week, we’ll talk about how.

Lots of leaders struggle with delegation. Some hesitate because they believe they can do the task better. Some are anxious about letting something go. Some think the time spent delegating will take longer than simply doing it themselves.

If you can’t, or won’t, delegate you limit your own potential. It’s that simple. You can’t do it all yourself. That’s why you have a team.

What should be delegated?

There are three kinds of things you should consider handing off to someone else:

  1. Small stuff that can be done by an assistant.

    Scheduling Zoom meetings, booking a conference room, distributing meeting notes, and so on. Or monotonous things like copying and pasting information from another department into your team’s data base every month.

    I used to report to a VP whose occupational hobby was proof-reading any reports any of us wanted to distribute outside the department. What a waste of his time and salary!

  2. Stuff that takes too much time when you do it.Even if you love doing it.

    Tyler could create a PowerPoint slidedeck, but it often took him several hours to create the style, find the right images, animate the bullet-points, and so on. He found someone on his staff who could take his outline (which he could produce in half an hour) and turn it into a polished slidedeck in an hour. Perfect!

  3. Stuff that would stretch your employees toward their full potential.

    It’s said the best leaders don’t create followers, they create new leaders. They do that by mentoring, teaching, empowering, unleashing employees by, in part, delegating them increasingly more responsible tasks and projects.

    Could Jennifer learn to facilitate the quarterly strategy meeting? Could Andy develop the marketing pitch for the new product? Could Miles put together the agenda for your team building retreat? Could Kailyn conduct the first round of interviews for a new hire?

Delegation isn’t dumping tasks on someone else’s desk. Done right, it’s a demonstration you care about the development of your team.

Consider this: what could you delegate?

“What ELSE Your Boss Never Told You” is the sequel to the very popular “What Your Boss Never Told You.” Packed inside are more tips, techniques, and insights about the challenging, but rewarding leadership position.

“What ELSE Your Boss Never Told You” is written in a conversational tone, as though you and the author were enjoying a cup of coffee and talking about the issues that emerge for new leaders. It stands alone, and/or could be read before or after the first volume, “What Your Boss Never Told You.” You can start with any chapter and read in any order you like.

if you search for a book on management, you’ll find a staggering 600,000+ books currently available. How can you narrow that down? “What Your Boss Never Told You” is the best place to start.

No textbook here – this book is short and sweet. It’s designed to help you “unpack” your new job and be effective from the first day with your new team. It contains twenty-one chapters filled with the wisdom Winters has gathered from real managers – effective, successful leaders in organizations much like yours.

Leaders make decisions every day – big and small. Most know that if they include others in the decision-making process, the quality of those decisions – and the commitment to them – will likely improve. That said, they also know it’s impractical, if not impossible, to include others in every decision they confront.

“To Do or Not To Do” tackles the question of when to make decisions on your own, and when to involve your team. It gives you a deceptively simple but proven method to determine, when you are facing a difficult decision, how to decide how to decide.

Far too many meetings are dreadful, mind-numbing, energy-draining, productivity-sapping, colossal wastes of time. As someone once said, “To kill time, a meeting is the perfect weapon.”

Here’s the deal: if you’re willing to learn and apply the techniques in “So, How Was Your Meeting?”, you’ll call fewer meetings, while vastly improving the ones you do lead. They’ll take less time, have more balanced participation, produce better decisions, and result in concrete action items for follow-up afterwards.

While there are thousands of books written for people about to retire, this may be the only book for people who manage soon-to-retire employees. Written in a casual, conversational style, “Managing the Soon To Retire Employee” will give you everything you need to know to move forward with confidence and grace.

You can be successful with Sooners. It won’t happen by chance, and it’s not a matter of pulling some management “trick” out of your hat. But you can learn how to do it, and you can apply what you’ve learned right away.

Managing friends or former peers can be awkward. When you become the boss, everything about these relationships can suddenly be uncomfortable. There’s a new set of ground rules to establish – as manager, you are going be accountable for the work performance of friends or former co-workers on the team, and they are going to have to adjust to the fact that they now report to you. Everyone involved can feel awkward and hesitant about the future. 

Have you been approached by management with an offer to promote you to supervision? Or, are you mulling over the possibility for the future? Find yourself not sure whether to accept the promotion?

If so, you’ve come to the right place. Help! They Want to Make ME a Supervisor will help you sort out a very big question: Should you accept the offer to become a supervisor? Once you’ve read this book, you’ll be confident that you’ve made the best decision for you and for your organization.