The previous blog, Delegating with Purpose: Linking Tasks and Goals, focused on the importance of delegating in a way that supports staff in achieving their goals. This blog addresses the same concept as well as risks that sometimes accompany delegation.

If delegation were easy, we would all be doing it. Unfortunately, for some, delegation is a risky business.

Delegation is an essential function of leadership, and yet I find that many leaders perceive it in a negative light. This seems reasonable to me because, at one point, I too perceived it negatively. Perhaps this was because I had experiences where supervisors had given me tasks that seemed mundane and irrelevant to my work. Delegating appeared to be a way for them to lessen their load by taking tasks off their plate and putting them on mine. It seemed to benefit them, not me. And so, when I became a supervisor, I avoided delegation to prevent my colleagues from feeling the same way. My tactic of avoiding delegation was wrong.

When I was promoted to a new position, my focus was on my newly appointed responsibilities. I was excited to be entrusted with different tasks. I looked forward to achieving what was expected of me, plus more. One of my responsibilities was to supervise another employee. I remember asking my boss if our organization offered training for new supervisors that would provide me with guidance on supervision in areas like project management, building trust, nurturing relationships, resolving conflict, coaching, and communication guidelines. She told me there was no training like that available. I bought a book.

Throughout life we experience missteps, yet we are rarely taught how to deal with these in a productive and graceful manner. We often respond by being defensive, blaming others, and not holding ourselves accountable. These responses prevent us from embracing the falls as learning opportunities.

Imagine you are invited to be part of an interview committee for another team in your organization. A few days before the interview you realize that, aside from receiving the invite, you have not heard anything else about the interview.

Without reflection, experience is wasted. Learn how reflection-on-action, reflection-in-action, and reflection-for-action are designed to help you learn from the past, adapt in the present, and prepare for the future.

Intentional leadership in your early care and education career can become a daily practice that you cultivate and grow.