Hello!
This is one of those weeks where I have to remind my-self that getting vulnerable and open up about my weaknesses and quirks is one of the pillars of the newsletter.
I got a feedback recently where I discovered that a value of what I write can be for someone to go back to a particular post in search of solace after a particular event, helping this person reflect on their own experience or finding some confrontation. Is probably way stronger than my ability to teach anything to anyone and I’m kinda glad to know that what I write has the power to let anyone feel less lonely in their struggle.
Let’s dive in into today’s topic.
Takeaways (TL:DR)
When delegating without structure or experience is very easy to feel like you are giving away a part of your worth together with the part of the job you are handing out. If you want to become a good leader instead, it’s probably necessary to learn to take care of other people and put them in the condition to do the job at your place and train the sensation that this is now your job and your way to contribute to the end result.
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Weekly retrospective
The first of two weeks of hard work, emergency and operative focus has gone by. With this caos one of the biggest enemies of imposter syndrome arises: delegation.
In a context where there aren’t clear processes or tools to delegate correctly, where operation is valued over everything accept that you are not able to do anything by yourself is a hard truth to manage.
Accepting the voices in your head suggesting that other people are disrespecting you, or loosing trust, because they are doing what you should be doing, that they think they are better than you because they are doing what you weren’t able to handle, is a complete mess. Imposter syndrome at its purest.
Sometimes is really hard to believe to the simple truth that people like to do stuff, that they are happy and feel valued when you ask for help and demonstrate your trust by delegating something. Sometimes is so easy to forget and ignore the fact that you are delegating task to be able to do some others of them, that you place so much effort in enabling and guiding others trough the activities you hand over to them by building structure and sharing information for them.
When we tell people to do their jobs, we get workers. When we trust people to get the job done, we get leaders. Employees become manager or leader as they work long enough.
They are no longer responsible for doing the job but they are responsible for the people who do the job.
Simon Sinek
It’s a really hard lesson to learn and an even harder sensation to capture, but it’s probably the occasion to train the belief that by taking care of the people that are doing the job and driving results at my place it is indeed my job in this situation, I am working and respecting my duties by doing such a thing. It is really hard, especially in a very small and unstructured organisation where everyone from the very top of the hierarchy is needed to be part of the labour and no one is only doing “management” work (and no one is a real leader).
This makes me really insecure, this makes me question my value, and I’m sure I’m not alone in this sensation, and also I believe that despite the negative thoughts about it, the fact that I’m questioning myself and doubting myself is an healthy behaviour to grow, and yet trying to build comfort around this sensation is going to be a longer road, of which this is a clear, resolute step forward along the path.
And you?
Do you feel or have you ever felt this sensation when delegating parts of your work?
How do/did you handle this situation? How do you frame your thoughts around this kind a practice to make it a positive (or more positive) experience?
Let me know in the comments or send me a message anywhere.
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Thanks for reading to the finish and see you next week!
Tobia