3 Step Process for Passing the Baton
SUMMARY
Do you find that when you give your team members things to do, you continually need to fix them up, that they are not done well enough for you, and there is a lot of work you need to do again? Do people get confused when you give them things to do? This is a big problem for many leaders, and it was for me, too. The reason I can talk to you about it now is that I was able to overcome it. So, stick with me because this week, I want to round off our conversation about achieving results by helping you find an antidote to this problem.
Hi, this is Grant Herbert, leadership and sustainable performance coach, and today I want to round off our conversation on achieving results differently by teaching you a three-step process for passing the baton.
There are three parts to this process. However, before we dive into the steps, there is another layer of understanding I want you to have and that is the distinction between giving someone a task and giving them responsibility.
As a leader, you still need to retain responsibilities. At your level, you are accountable to those you report to for your team's results. Problems can arise when you simply decide, "I am not doing this anymore. I am giving it to someone else.” I have made that mistake, and it can put undue pressure on the other person, especially if they are not ready for it. This process is not about completely letting go; it is about teaching someone the skills incrementally and gradually allowing them to take more ownership of a particular skill. You also need to recognise that tasks exist within a broader context. There might be a larger project or an overarching responsibility. Ensure you are teaching people tasks appropriate to their level while also enabling growth.
Now that we have laid this foundation let us talk about the three steps in the process.
1. Watch me do it.
2. Let us do it together.
3. You do it while I support you, and we’ll talk about it when it’s done.
That concludes the nine crucial shifts for this year. Normally, I would say, “That’s it from me for another week.” And while it is, this time, it is also it from me for the year. I am taking some time off, and I will return in January to start a new conversation about helping you become a different kind of leader—for yourself, the work you need to accomplish, and the people you lead.
Have an amazing end of the year, and may 2025 be filled with opportunities for growth and learning. May it also be prosperous and happy in every way. I will see you then.
TRANSCRIPT
Do you find that when you give your team members things to do, you continually need to fix them up, that they are not done well enough for you, and there is a lot of work you need to do again? Do people get confused when you give them things to do? This is a big problem for many leaders, and it was for me, too. The reason I can talk to you about it now is that I was able to overcome it. So, stick with me because this week I want to round off our conversation about achieving results by helping you find an antidote to this problem.
Hi, this is Grant Herbert, leadership and sustainable performance coach, and today I want to round off our conversation on achieving results differently by teaching you a three-step process for passing the baton.
This month, we have been discussing the shift from doing everything yourself to achieving results through others. This is one of the major challenges for leaders because it is a fine line between getting results from your efforts—which you still need to do—and trusting others to represent you with their efforts as well.
The reason this happens, and why it does not make sense when you are so busy and overwhelmed yet still hesitant to delegate, lies in the psychology of your identity. It revolves around trust and the triggering of 3 universal fears: the fear of not belonging, the fear of not being enough, and the fear of not being liked or loved. When you allow others to represent you by passing tasks to them, it can feel like losing control. As I mentioned last week, it is not what happens but what you make it mean. If you believe delegating tasks diminishes your value, exposes you to criticism, or risks approval from others, then you need to shift how you think about that.
Last week, we also talked about moving away from the traditional concept of delegation. Delegation is an old-school term, but as leaders, you need to develop your people. Teaching new skills to team members is about growing individuals and enhancing team capacity. By shifting your thinking and understanding that developing your team means teaching them skills and distributing the workload more evenly, you can realise that delegation does not take away from you—it adds value. It is about passing the baton, knowing that your role evolves in the process.
I love processes, and although I am not naturally process-driven, I have learned to ensure that I have processes in place so that I know exactly what steps to take. When you have the certainty of knowing what you need to do, when you need to do it, and how you need to do it, much of the fear disappears. I want to share what has worked for me, and I encourage you to try it. As I mentioned, you need to bring this new mindset with you. You need to adopt a way of thinking that says, “I am not delegating; I am developing. I am not giving away; I am adding to.”
With that mindset in place, let us now explore the process.
There are three parts to this process. However, before we dive into the steps, there is another layer of understanding I want you to have and that is the distinction between giving someone a task and giving them responsibility.
As a leader, you still need to retain responsibilities. At your level, you are accountable to those you report to for your team’s results. Problems can arise when you simply decide, "I am not doing this anymore. I am giving it to someone else.” I have made that mistake, and it can put undue pressure on the other person, especially if they are not ready for it. This process is not about completely letting go; it is about teaching someone the skills incrementally and gradually allowing them to take more ownership of a particular skill. You also need to recognise that tasks exist within a broader context. There might be a larger project or an overarching responsibility. Ensure you are teaching people tasks appropriate to their level while also enabling growth.
As a leader, I believe in adding a little stretch. During my military career, I rarely stayed at the level I was trained for. I was often placed in roles beyond my pay grade, which allowed me to stretch and grow. It was daunting, and support was not always available, but those experiences helped me develop. Stretching people can be beneficial, but you need to understand them and provide support to ensure it helps rather than hinders.
Now that we have laid this foundation let us talk about the three steps in the process.
1. Watch me do it.
People learn in different ways, whether visually or audibly, but the most effective method is demonstration. Instead of simply explaining the task, show them how it is done. Let them observe what you do, ask questions, and gain clarity. Have them reflect on what they think you are doing and why you are doing it. Understanding the “why” at a higher level is crucial. Where does this fit in? Why is it important? So that is the first step: learning through observation.
2. Let us do it together.
Once the task has been demonstrated, involve them in performing it. Let them contribute while you guide and support them. This incremental involvement helps them take gradual ownership of the task. You are there to guide, support and fill in the blanks.
3. You do it while I support you, and we’ll talk about it when it’s done.
So, there are three steps to take a task that someone needs to do, one that you used to do, and pass the baton over to them. First, watch me. Then, you do it with me observing. Finally, you do it, and we will talk about it when you are finished.
By doing it this way, incrementally, they are learning new skills. They are making mistakes, which is an essential part of the development process. They are able to ask questions, and you are able to provide feedback.
This approach removes the fear for them and also alleviates some of the fear for you. Incrementally, you can see the value in their work. You can see that it helps you and, at the same time, proves that they are capable of doing it.
Delegation, as we knew it, is gone. Now, it is all about developing your people. With this shift in mindset and the three-step process, you will be able to transition from being overwhelmed and overworked to enjoying an even distribution of workload where everyone feels valued, collaborates effectively, and builds a high level of trust.
That concludes the nine crucial shifts for this year. Normally, I would say, “That’s it from me for another week.” And while it is, this time, it is also it from me for the year. I am taking some time off, and I will return in January to start a new conversation about helping you become a different kind of leader—for yourself, the work you need to accomplish, and the people you lead.
Have an amazing end of the year, and may 2025 be filled with opportunities for growth and learning. May it also be prosperous and happy in every way. I will see you then.
