SHORTS | Mastering Strategic Delegation with Jarrod Lopiccolo

I mean, there's often a number of common things that prevent people from letting go and delegate him. So what was it for you? Do you remember particularly?

You know, I think it comes down to your personal brand, right? And as a leader or entrepreneur, you know, at the end of the day, I always say, like, okay, if everything goes really, really well, I'm going to give credit to everybody else. But if everything goes really, really bad, I have to take all the blame for that because I'm not preparing the team enough or I didn't foresee maybe these obstacles that maybe existed that, know, I overlooked. And so I think. I think there's two things. One is it's your personal brand, and that's why you're worried to delegate. Because you're like, if I delegate it and it doesn't go well, that's on me. And then I think the second piece is actually being patient and taking your time to set that person up for success. So, you know, when you think about context, setting, right, it's like, look, I'm going to explain why this task is really, really important. Because they might not see the level of importance, right. As a leader or an entrepreneur, you're constantly looking at five different factors, 20 different factors as to what makes that important. It might be that, hey, the task is really low importance in terms of execution, but if we don't do it right, the impact is so much greater. Cause it might mean more business, it might mean more, you know, whatever. And so I think those two things are constantly sort of intention. You know, they have tension between each other is, you know, my own personal brand and letting go if something goes wrong, and then being actually available for that individual and set the context and walk them to what finish line looks like, you know, or what is paint done, as Bernie Brown says, looks like.

Yeah, I want to talk more about the brand piece shortly, but I think the setting them up for success piece is. Is so important. I don't know what your take on this, but I often think for a good number of people, when it comes to delegation, the challenge isn't so much around having the confidence or skills to delegate effectively. It's more of a time management challenge in that as leaders, as the delegate tour, we're not scanning far enough ahead, thinking about what needs to come up and being able to delegate it. So you give someone enough Runway to develop the skills to deliver it for you to be there to check in and support them. So we end up delegating last minute, and then we're surprised when things don't go according to plan, right?

Yep, that's exactly. And that's the point. It's like, how do you really set up them to your point for success? Like, what does that end result? What does 100% look like? And not to wait till you're finally at, you know, you no longer can take this on because you're just so spread thin and you decide that's the time to delegate. It's better when you have all the time in the world to actually do the task yourself. That's the moment to delegate. And I think a lot of us get caught into the. Well, it's just faster if I do it myself and I know the outcome. It's going to be perfect. You're right. You know, doing it yourself, you're going to be able to control the quality and you're going to be able to do it in like a quarter of the amount of time. But if you're playing the long game, right, and you really want to grow this person into their best version of themselves and set them up for success and allow you to let go of those things, you've really got to invest in at the beginning to do that, it's going to take some time. But then eventually you realize I no longer have to do that and it's now you get a new problem or a new obstacle or a new opportunity to focus on.

Yeah, absolutely. Love, love that.