Overcoming imposter syndrome: Mastering delegation as a manager

Keywords: mental health, management, leadership, stress, imposter syndrome

Author: Lisa Munro
Date: 17 June 2024, Worklife Digital

As a new manager, the excitement of a leadership role often comes with a heavy dose of overwhelm. The pressure to meet targets, manage wider responsibilities, and support your team can extend your working hours and strain your mental health. Research consistently shows that managers report higher rates of work-related mental health difficulties*, and the intense pressure to perform can exacerbate this. New managers, in particular, often feel they must handle everything themselves, doubting their team's capabilities and fearing their own inadequacy. This mindset, however, is a recipe for burnout and inefficiency.

The Importance of Changing Your Mindset

When promoted to management, it’s natural to rely on the skills that got you there: delivering results and completing tasks efficiently. But leadership requires a fundamental shift from “doing” to “managing.” As a manager, your success is no longer measured by your individual output but by your ability to enable your team to achieve their goals and contribute to the larger organisational vision.

This transition can be uncomfortable. You might feel a loss of control or worry that delegating tasks diminishes your value. However, embracing delegation is crucial. It allows you to focus on high-level responsibilities and empowers your team to grow and develop their skills.

Practical Steps to Effective Delegation

1. Assess Your Workload and Identify Delegatable Tasks

Start by listing all your tasks and projects for the month. Then, categorise them based on their strategic importance and urgency. High-level projects that align with your company’s long-term goals should remain on your plate, while day-to-day tasks can often be delegated.

Ask yourself:

Which tasks prevent me from focusing on strategic priorities?
Which tasks provide learning opportunities for my team?

2. Match Tasks with Team Members

Consider your team’s strengths and development needs. Delegating tasks should not only lighten your load but also help your team members grow. For instance, a team member aspiring to a leadership role might benefit from leading a brainstorming session or presenting a project update.

During one-on-one conversations, enquire about your team’s interests and strengths:

“What kind of work makes you feel energised?”
“What do you consider your greatest strengths?”
“What makes you feel most accomplished?”

Using these insights, align tasks with the appropriate team members. This approach ensures tasks are handled competently and provides valuable development opportunities.

3. Communicate Clearly and Set Expectations

When delegating, clarity is key. Schedule a dedicated meeting to discuss the task or project, explaining its importance and how it fits into the team’s goals. Clearly outline what you expect and why you’ve chosen this team member for the job.

For example, you might say, “I’m excited about asking you to lead this new initiative. It’s crucial for our goal of expanding our product’s visibility. Your strength in creating a shared vision makes you the ideal project lead.”

Encourage open dialogue:

“What are your thoughts on this project?”
“What else would be helpful for me to share with you?”

This ensures your team member feels supported and understands the task's scope and significance.

4. Establish Roles, Timelines, and Check-Ins

Define the roles and establish a timeline with milestones. Regular check-ins are crucial but avoid micromanaging. Agree on a communication cadence that works for both of you, such as weekly email updates and monthly detailed meetings. Ensure team member's existing workload is considered and rework priorities if required.

Discuss decision-making boundaries. Clarify which decisions the team member can make independently and which require your input. This balance between guidance and autonomy fosters confidence and accountability.

5. Delegate Problem-Solving

One of the most effective ways to develop your team and manage your workload is to delegate problem-solving. Instead of immediately providing solutions when team members come to you with issues, challenge them to suggest ways to approach the problem. This practice not only develops their critical thinking and problem-solving skills but also reduces the demands on your time in the long run.

When a team member presents an issue:

Ask them, “What do you think we should do about this?”
Encourage them to outline possible solutions and their reasoning.

Discuss the strengths and weaknesses of their suggestions together. Guide them towards the most effective solution, ensuring they understand the thought process behind it. This collaborative approach helps them become more confident and capable of resolving issues independently, which is beneficial for both their development and your time management.

6. Provide Feedback and Celebrate Progress

During check-ins, offer constructive feedback and recognise achievements. Frame critical feedback with questions that encourage self-assessment:

“What went well from your perspective?”
“What didn’t go as well as hoped?”
“What do we want to replicate or avoid next time?”

Positive reinforcement is equally important. Celebrate milestones and acknowledge contributions publicly if appropriate. This not only boosts morale but also reinforces the value of their efforts.

Learning to delegate effectively is a journey. It requires patience, practice, and a willingness to let go of control. For new managers, embracing delegation can transform your approach. You become clearer about your priorities, empower your team, and contribute more effectively to your company’s success.

WorkLife Digital is a global mental-wellbeing consultancy driven by the mission to improve the sustainability of businesses. Our psychological wellbeing tool, Worklife Quotient (WL-Q), is modelled on cutting-edge scientific research and provides organisation-wide measurement and intelligence on the mental wellbeing levels and psychological resilience of staff. WL-Q also assesses the impact of organisational practices (i.e. people and culture, leadership styles, organisational purpose and values, social impact) that have a direct influence on staff wellbeing and provides strategic recommendations on addressing risks and promoting strengths.

For more information, get in touch at lisa@worklife.digital

REFERENCES

* AXA Mind Your Health in The Workplace: 2024 Mind health report