Reviews
“Delegation is one of the most important lessons every leader must learn. Get Over Yourself maps out how to build a loyal and self-sufficient team so that you can focus your energy on the big picture without burning out.”—Barbara Corcoran, founder of The Corcoran Group and shark on Shark Tank
“Get Over Yourself is a game changer. Now, for the first time, there is a blueprint on how to grow an enduring business by delegating the right way. This book will inspire you to dream bigger, think differently, and, most importantly, give you the action steps to gain freedom in your life.”—Jesse Cole, owner of The Savannah Bananas and author of Fans First
“Delegation is one of the hardest lessons a new leader must learn. Get Over Yourself provides a simple blueprint for delegating well, with compelling stories and action steps all along the way.”—Pat Flynn, cofounder of SPI Media and Wall Street Journal bestselling author of Will It Fly? and Superfans
“Dave Kerpen is one of the smartest people I know when it comes to business strategy and creating a good life. The tips in this book have helped me tremendously. By using them, I had enough time to write this endorsement and also watch two episodes of Lincoln Lawyer!”—A.J. Jacobs, New York Times bestselling author of The Year of Living Biblically and The Puzzler
“A must-read for business owners and other leaders! Dave Kerpen offers a practical model for delegating, maintaining a healthy work-life balance, and assembling a smart and capable team in any modern business setting.”—Dorie Clark, Wall Street Journal bestselling author of The Long Game and executive education faculty at Columbia Business School
In Get Over Yourself, Dave Kerpen tackles a common hurdle faced by many leaders: the inability to delegate effectively. This book offers a fresh perspective on leadership, arguing that true success comes from empowering others rather than trying to do everything yourself. Kerpen provides practical strategies for overcoming the psychological barriers to delegation, helping readers free up their time, reduce stress, and achieve greater success. With its blend of personal anecdotes, research-backed insights, and actionable advice, this book stands out in the leadership genre by addressing the often-overlooked skill of letting go.
Get Over Yourself is primarily aimed at business leaders, entrepreneurs, and managers who struggle with delegation and find themselves overwhelmed by their responsibilities. It’s particularly relevant for those in small to medium-sized businesses who are looking to scale their operations and achieve better work-life balance. The book’s secondary audience includes aspiring leaders and professionals interested in improving their management skills. Kerpen’s accessible writing style and practical approach make the concepts easy to grasp for readers at various stages of their careers, from novice team leaders to experienced executives looking to refine their leadership skills.
Are you the type of leader who believes no one can do the job as well as you can? If so, Dave Kerpen has news for you: you’re holding yourself and your team back. In Get Over Yourself, Kerpen challenges this common mindset, arguing that it’s not just detrimental to your success, but it’s also egotistical and shortsighted.
Kerpen kicks off the book with a personal anecdote that many leaders might find familiar. He describes a time when he was working 80-hour weeks, missing important family events, and still feeling like he wasn’t making progress in his business. It was only when he learned to delegate effectively that things began to change.
But this book isn’t just about Kerpen’s journey. It’s a roadmap for any leader who wants to break free from the trap of micromanagement and achieve true success. Through a mix of psychological insights, practical strategies, and real-world examples, Kerpen shows readers how to identify their delegation roadblocks and overcome them.
One of the key ideas Kerpen introduces is the concept of “ego-delegation” – the practice of delegating tasks while still maintaining control. He argues that this half-measure is almost as harmful as not delegating at all, and provides strategies for truly letting go.
Readers will learn how to assess their own leadership style, identify tasks that can be delegated, and develop a system for effective delegation. Kerpen also addresses the common fears that hold leaders back from delegating, such as the fear of losing control or the belief that team members won’t meet their standards.
Perhaps most importantly, Get Over Yourself teaches leaders how to build a culture of trust and empowerment within their organizations. Kerpen argues that by investing in your team’s growth and giving them real responsibility, you not only free up your own time but also create a more engaged, productive workforce.
The core message of Get Over Yourself is that effective leadership is about empowering others, not trying to do everything yourself. Kerpen argues that many leaders sabotage their own success by clinging to tasks they should delegate. It’s like trying to captain a ship while also manning every station – you might feel in control, but you’re actually limiting your vessel’s potential and exhausting yourself in the process.
Get Over Yourself addresses a critical yet often overlooked aspect of leadership: the ability to let go. While many leadership books focus on acquiring skills or developing vision, Kerpen’s work stands out by tackling the psychological barriers that prevent leaders from fully utilizing their teams. The book has been praised for its practical approach to a common problem, offering actionable advice that leaders can implement immediately. While it hasn’t sparked major controversies, its challenge to traditional notions of hands-on leadership has sparked discussions in business circles about the most effective ways to lead in today’s fast-paced, collaborative work environments.
We find that Get Over Yourself by Dave Kerpen offers a valuable and timely contribution to the field of leadership literature, particularly in its focused approach to delegation. The book’s strengths lie in its practical, actionable advice, grounded in real-world examples and personal experiences. Kerpen’s exploration of the psychological barriers to effective delegation provides a unique perspective that sets this book apart from many other leadership guides.
The integration of delegation strategies with broader time management principles is particularly noteworthy. We appreciate how Kerpen frames delegation not just as a task-assignment tool, but as a crucial component of strategic leadership. This holistic approach helps readers understand the wider implications of effective delegation on their overall effectiveness as leaders.
We also commend the book’s emphasis on building a culture that supports delegation. By addressing the organizational context in which delegation occurs, Kerpen provides a more comprehensive framework for leaders looking to implement lasting change in their management practices.
However, we must note some limitations. The book could have benefited from a more in-depth discussion of cross-cultural considerations in delegation, especially given the increasingly global nature of many businesses. Additionally, more attention could have been given to the challenges of remote delegation, a topic of growing importance in today’s work environment.
We also found that the book sometimes assumes an ideal scenario where team members are willing and able to take on delegated tasks. While this optimistic approach can be motivating, it may not fully prepare leaders for more challenging delegation scenarios they might encounter.
Despite these limitations, we believe that Get Over Yourself offers significant value to its readers. The practical strategies, psychological insights, and focus on continuous improvement make it a useful resource for leaders at various stages of their careers.
Our Recommendation
We strongly recommend Get Over Yourself to leaders who struggle with delegation or who want to refine their delegation skills. The book is particularly valuable for new managers transitioning into leadership roles, as well as for experienced leaders looking to free up more of their time for strategic work. The practical, actionable nature of Kerpen’s advice means that readers can begin implementing changes immediately, potentially seeing quick improvements in their delegation practices.
For more seasoned leaders or those looking for a broader perspective on leadership, we suggest reading Get Over Yourself in conjunction with other leadership texts that address wider aspects of team management and organizational culture. While Kerpen’s book provides excellent, focused advice on delegation, combining it with works that offer complementary viewpoints will provide a more comprehensive toolkit for effective leadership in today’s complex business environment.
The essence of “Get Over Yourself” revolves around the critical importance of effective delegation in leadership. Dave Kerpen argues that many leaders struggle with letting go of tasks, often due to a misplaced belief that they’re the only ones capable of doing the job right. This mindset, he contends, not only limits the leader’s potential but also stifles the growth of their team and organization. Kerpen emphasizes that true leadership involves empowering others and focusing on high-value activities that drive the business forward.
Another key topic explored in the book is the concept of ego-delegation. This refers to the practice of ostensibly delegating tasks while still maintaining tight control over how they’re executed. Kerpen points out that this approach is often rooted in a leader’s fear of losing control or their perfectionist tendencies. He explains that ego-delegation can be just as harmful as not delegating at all, as it creates frustration among team members and prevents them from developing their skills and confidence.
The book also delves into the psychological barriers that prevent effective delegation. Kerpen identifies common fears and misconceptions that hold leaders back, such as the belief that delegating is a sign of weakness or that team members won’t meet their standards. He challenges these notions, arguing that delegation is actually a sign of strength and confidence in one’s leadership abilities. Kerpen provides strategies for overcoming these mental hurdles, encouraging leaders to trust their team members and focus on outcomes rather than micromanaging processes.
A significant portion of the book is dedicated to building a culture of trust and empowerment within organizations. Kerpen argues that effective delegation isn’t just about assigning tasks; it’s about creating an environment where team members feel valued, trusted, and motivated to take on responsibility. He outlines strategies for fostering this type of culture, including open communication, clear expectations, and providing opportunities for growth and development.
Time management is another crucial topic addressed in “Get Over Yourself.” Kerpen makes the case that poor delegation skills often lead to leaders working excessively long hours, feeling overwhelmed, and neglecting important aspects of their personal lives. He provides practical advice for identifying high-value activities that leaders should focus on and low-value tasks that can be delegated. This approach, he argues, not only improves productivity but also leads to better work-life balance and overall satisfaction.
The book also explores the concept of strategic delegation as a tool for talent development. Kerpen emphasizes that by thoughtfully assigning tasks and responsibilities, leaders can help their team members grow and acquire new skills. This approach not only benefits the individuals but also strengthens the organization as a whole by creating a more capable and versatile workforce. Kerpen provides guidance on how to match tasks with team members’ strengths and development goals, turning delegation into a powerful tool for professional growth.
Lastly, Kerpen addresses the importance of feedback and continuous improvement in the delegation process. He stresses that effective delegation is not a one-time event but an ongoing practice that requires regular evaluation and adjustment. The book offers strategies for soliciting feedback from team members, assessing the outcomes of delegated tasks, and refining one’s approach to delegation over time. This focus on continuous improvement helps leaders become more effective delegators and fosters a culture of learning and growth within the organization.
The Overworked CEO: Dave Kerpen shares his personal experience as a CEO working 80-hour weeks, missing important family events, and still feeling like he wasn’t making progress in his business. He describes how learning to delegate effectively allowed him to reduce his work hours, spend more time with his family, and achieve greater business success.
The Micromanaging Manager: Kerpen recounts the story of a marketing manager who insisted on reviewing and editing every piece of content produced by her team. This approach led to bottlenecks, frustrated team members, and missed deadlines. After implementing Kerpen’s delegation strategies, the manager learned to trust her team, resulting in increased productivity and more creative output.
The Empowering Leader: The book features a case study of a tech startup founder who initially struggled with delegation. By applying Kerpen’s principles, he began assigning key projects to his team members, providing guidance without micromanaging. This approach led to the development of innovative products and rapid company growth, as team members felt empowered to contribute their best ideas.
The Time Audit Exercise: Kerpen describes an exercise he conducted with a client, where they tracked all of the leader’s activities for a week. This audit revealed that the leader was spending a significant amount of time on low-value tasks that could be delegated. By identifying and delegating these tasks, the leader was able to free up 20 hours per week to focus on strategic initiatives.
The Talent Development Success: The book shares the story of a sales manager who used strategic delegation to develop her team’s skills. By assigning challenging accounts to junior team members and providing mentorship, she was able to grow her team’s capabilities and dramatically increase sales performance.
The Trust-Building Experiment: Kerpen recounts an experiment conducted by a manufacturing company where team leaders were challenged to delegate a significant project to their teams without interference. Despite initial hesitation, the experiment resulted in innovative solutions and increased team morale, demonstrating the power of trust in the delegation process.
The Feedback Loop Implementation: The book describes how a software development team implemented a regular feedback system for delegated tasks. This approach allowed team members to provide input on the delegation process, leading to continuous improvements in how work was assigned and executed.
Effective delegation is a skill, not a talent
Kerpen emphasizes that delegation is a learnable skill, not an innate talent. To develop this skill, he suggests starting small. Begin by identifying one or two tasks you currently handle that could be passed on to a team member. Create clear instructions for these tasks, including the desired outcome and any specific requirements. Then, choose a team member whose skills align with the task and schedule a meeting to discuss the delegation. During this meeting, explain the task, your expectations, and why you believe they’re the right person for the job. Provide them with the necessary resources and set up regular check-ins to monitor progress and offer support. As you become more comfortable with this process, gradually increase the number and complexity of tasks you delegate.
Overcoming the perfectionist mindset
Many leaders struggle with delegation due to perfectionism. Kerpen addresses this by encouraging a shift in mindset from perfect execution to continuous improvement. To apply this insight, start by setting realistic expectations for delegated tasks. Recognize that team members may approach tasks differently than you would, and that’s okay. When reviewing completed work, focus on whether the core objectives were met rather than nitpicking minor details. If improvements are needed, use it as a learning opportunity. Provide constructive feedback and work with the team member to develop strategies for enhancing their performance in future tasks. Over time, this approach will build confidence in both you and your team, making delegation more effective and less stressful.
The 70% rule for delegation
Kerpen introduces the 70% rule: if a team member can do a task at least 70% as well as you can, it’s time to delegate it. To implement this rule, create a list of your regular tasks and responsibilities. For each item, honestly assess whether a team member could perform it at least 70% as well as you. If the answer is yes, it’s a candidate for delegation. Next, identify team members who could potentially take on these tasks. Consider their current skills, workload, and development goals. Gradually start delegating these tasks, providing necessary training and support. Remember, the goal is to free up your time for high-value activities while giving team members opportunities to grow and develop new skills.
Building a culture of trust through delegation
Kerpen stresses the importance of creating a trust-based culture to support effective delegation. To build this culture, start by being transparent about your delegation process. Explain to your team why you’re delegating certain tasks and how it contributes to the overall goals of the organization. When assigning tasks, provide context about why the task is important and how it fits into the bigger picture. Trust your team members to make decisions within their delegated responsibilities, avoiding the temptation to micromanage. When mistakes happen (and they will), treat them as learning opportunities rather than reasons to withdraw trust. Regularly acknowledge and celebrate successful delegations to reinforce the positive aspects of this culture.
Strategic time management through delegation
The book highlights how strategic delegation can dramatically improve a leader’s time management. To apply this insight, Kerpen suggests conducting a time audit. For one week, meticulously track how you spend each hour of your workday. At the end of the week, categorize your activities into high-value (strategic planning, key client meetings, etc.) and low-value tasks (routine emails, basic data entry, etc.). Identify the low-value tasks that consume a significant portion of your time and create a plan to delegate them. For each task, determine the skills required to complete it and match it with a team member who either has those skills or could develop them. Gradually delegate these tasks, freeing up your time to focus on high-value activities that drive the business forward.
Delegation as a tool for talent development
Kerpen presents delegation as a powerful tool for developing talent within an organization. To leverage this insight, start by mapping out the skills and experiences your team members need to advance in their careers. Then, look for opportunities to delegate tasks that align with these development goals. For example, if a team member aspires to manage projects, delegate smaller project coordination tasks to them. Provide guidance and mentorship throughout the process, gradually increasing the complexity of delegated tasks as they gain confidence and competence. Regular feedback sessions are crucial here – use them to discuss what they’ve learned, areas for improvement, and how the delegated tasks are contributing to their professional growth.
The importance of clear communication in delegation
Clear communication is crucial for effective delegation, and Kerpen provides specific strategies to improve this aspect. When delegating a task, use the SMART criteria: make sure the task is Specific, Measurable, Achievable, Relevant, and Time-bound. Clearly articulate what success looks like for the task. Create a written document that outlines the task objectives, deadlines, available resources, and any constraints or guidelines. Schedule a face-to-face or video meeting to discuss the delegation, allowing time for questions and clarifications. Establish regular check-in points throughout the task’s duration to provide feedback and support. After the task is completed, hold a debrief session to discuss what went well and what could be improved in future delegations.
Overcoming fear of losing control
Many leaders struggle with delegation due to a fear of losing control. Kerpen addresses this by reframing delegation as a way to extend your control and influence rather than diminish it. To apply this insight, start by identifying the specific fears holding you back from delegating. Are you worried about mistakes being made? Concerned about your own relevance? Once you’ve identified these fears, challenge them with facts. For example, if you’re worried about mistakes, calculate the cost of a potential mistake versus the cost of your time spent doing the task. Next, create a delegation plan that addresses your concerns. This might include setting up progress reports, establishing clear approval processes for critical decisions, or creating contingency plans. As you delegate more, keep track of the positive outcomes – time saved, team members developed, new opportunities pursued – to reinforce the benefits of letting go.
Leveraging technology for effective delegation
Kerpen emphasizes the role of technology in streamlining the delegation process. To implement this insight, start by evaluating your current tech stack. Look for tools that can help with task assignment, progress tracking, and communication. Project management software like Asana or Trello can be excellent for assigning and monitoring delegated tasks. Use shared documents in platforms like Google Docs for collaborative work and easy progress checks. Set up automated reminders for deadlines and check-ins to keep delegated tasks on track without constant manual follow-up. Consider using screen recording software to create quick tutorial videos for delegated tasks, reducing the need for lengthy written instructions. Regularly review and update your tech tools to ensure they’re supporting your delegation efforts effectively.
Practical and actionable advice
One of the most notable strengths of Get Over Yourself is its focus on practical, actionable advice. Kerpen doesn’t just theorize about delegation; he provides specific strategies and techniques that readers can implement immediately. For instance, the book offers step-by-step guides on how to identify tasks suitable for delegation, how to communicate effectively when assigning tasks, and how to follow up without micromanaging. This practical approach makes the book particularly valuable for leaders who are looking to make tangible improvements in their delegation skills.
Personal anecdotes and case studies
Kerpen’s use of personal anecdotes and case studies significantly enhances the book’s impact. By sharing his own experiences as a leader learning to delegate, he creates a relatable narrative that readers can connect with. The case studies from various industries provide concrete examples of how the principles of effective delegation can be applied in different contexts. This mix of personal stories and real-world examples helps to illustrate the concepts in a way that purely theoretical explanations couldn’t achieve.
Psychological insights
The book stands out for its exploration of the psychological barriers to effective delegation. Kerpen digs deep into the mindset issues that often prevent leaders from delegating, such as perfectionism, fear of losing control, and imposter syndrome. By addressing these psychological aspects, the book provides a more comprehensive approach to improving delegation skills. It helps readers not just understand what to do, but also how to overcome the mental hurdles that might be holding them back.
Focus on culture building
Another strength of Get Over Yourself is its emphasis on building a culture that supports effective delegation. Kerpen recognizes that delegation isn’t just about individual skills, but also about creating an organizational environment where delegation can thrive. He provides strategies for fostering trust, encouraging autonomy, and promoting a growth mindset within teams. This cultural perspective adds depth to the book’s advice and helps readers understand how to create sustainable change in their organizations.
Time management integration
The book effectively integrates delegation strategies with broader time management principles. Kerpen shows how effective delegation is not just about assigning tasks, but about strategically managing one’s time and focus as a leader. He provides tools for conducting time audits and identifying high-value activities, helping readers understand how delegation fits into the bigger picture of effective leadership. This holistic approach sets the book apart from others that might treat delegation as an isolated skill.
Emphasis on continuous improvement
Kerpen’s emphasis on delegation as a continual learning process is another strength of the book. He encourages readers to view delegation as a skill that can be continuously refined and improved. The book provides strategies for soliciting feedback, evaluating the outcomes of delegated tasks, and adjusting one’s approach over time. This perspective helps to make the advice more sustainable and adaptable to different situations and stages of leadership development.
Limited focus on cross-cultural considerations
While Get Over Yourself provides excellent general advice on delegation, it falls short in addressing cross-cultural considerations. In today’s globalized business environment, many leaders need to delegate across cultural boundaries. The book could have benefited from discussing how delegation practices might need to be adapted in different cultural contexts, where attitudes towards hierarchy, communication styles, and expectations of leadership can vary significantly.
Lack of in-depth discussion on remote delegation
Given the increasing prevalence of remote work, the book’s limited coverage of remote delegation techniques is a noticeable weakness. While many of the principles Kerpen discusses can apply to remote settings, the unique challenges of delegating to team members you rarely or never see in person deserve more attention. Issues such as building trust in virtual teams, managing time zone differences, and leveraging digital tools for delegation could have been explored more thoroughly.
Insufficient attention to delegation in crisis situations
The book primarily focuses on delegation in normal business conditions but doesn’t adequately address how delegation strategies might need to change in crisis situations. Leaders often face unique challenges when delegating during high-pressure, rapidly changing circumstances. More guidance on how to adapt delegation practices during crises, such as how to quickly assess which tasks can be safely delegated and how to provide support when team members are under extreme stress, would have added value to the book.
Limited discussion of industry-specific challenges
While Kerpen provides a range of examples from different industries, the book doesn’t dive deeply into how delegation challenges and strategies might vary across specific sectors. For instance, the delegation needs and challenges in highly regulated industries like healthcare or finance might differ significantly from those in more flexible sectors like technology or creative industries. A more nuanced discussion of industry-specific delegation considerations would have enhanced the book’s applicability for readers from diverse professional backgrounds.
Overemphasis on top-down delegation
One potential blind spot in Get Over Yourself is its focus on top-down delegation, potentially overlooking the value of bottom-up or peer-to-peer delegation. While the book primarily addresses leaders delegating to their team members, it doesn’t extensively explore how organizations can create systems where team members feel empowered to delegate to each other or even to their superiors when appropriate. This aspect of delegation is crucial for creating truly agile and efficient organizations. Books like Turn the Ship Around! by L. David Marquet offer complementary perspectives on how to create a culture of distributed decision-making and responsibility.
Assumption of willing team members
Kerpen’s approach assumes a relatively ideal scenario where team members are generally willing and able to take on delegated tasks. However, in reality, leaders often face situations where team members resist additional responsibilities, lack necessary skills, or are already overburdened. The book could have provided more strategies for dealing with these challenging scenarios. Crucial Conversations by Patterson, Grenny, McMillan, and Switzler offers valuable insights into how to navigate difficult discussions that might arise in such situations.
Overlooking the role of organizational structure
While Get Over Yourself focuses heavily on individual leadership skills and team dynamics, it somewhat overlooks the role that organizational structure plays in effective delegation. In some cases, poor delegation might be a symptom of structural issues within an organization, such as unclear reporting lines or misaligned incentives. The book could have benefited from discussing how leaders can advocate for organizational changes that support better delegation practices. Reinventing Organizations by Frederic Laloux provides interesting perspectives on how different organizational structures can impact delegation and empowerment.
Limited discussion of technology’s impact on delegation
Although the book mentions some technological tools for delegation, it doesn’t fully explore how emerging technologies are reshaping the nature of work and, by extension, delegation practices. The rise of AI and automation is changing which tasks can be delegated and how. Additionally, new collaboration tools are constantly evolving, offering new possibilities for how tasks can be assigned, monitored, and completed. A more in-depth exploration of these technological trends and their implications for delegation would have made the book more forward-looking. The Technology Fallacy by Gerald C. Kane et al. offers valuable insights into how digital disruption is changing leadership and organizational practices, including delegation.
The 7 Habits of Highly Effective People by Stephen Covey
Kerpen’s Get Over Yourself shares some common ground with Covey’s classic The 7 Habits of Highly Effective People, particularly in its emphasis on proactive leadership and effective time management. Both books stress the importance of focusing on high-value activities and empowering others. However, while Covey’s work provides a broader framework for personal and professional effectiveness, Kerpen’s book offers a more focused and in-depth exploration of delegation specifically. Kerpen’s approach is more practical and immediately applicable, with concrete strategies for delegation, whereas Covey’s work is more philosophical and encompassing of overall leadership principles.
Radical Candor by Kim Scott
Kim Scott’s Radical Candor and Kerpen’s book both address crucial aspects of effective leadership, but from different angles. Scott focuses on the importance of honest, direct communication in leadership, which aligns well with Kerpen’s emphasis on clear communication in delegation. However, Scott’s work is broader in scope, covering various aspects of team management and leadership communication. Kerpen’s book, in contrast, dives deeper into the specific challenges and strategies of delegation. While Scott’s approach might help leaders build the trust and communication skills necessary for effective delegation, Kerpen provides more targeted advice on the delegation process itself.
Drive by Daniel Pink
Daniel Pink’s Drive explores the science of motivation, which has significant implications for delegation. Pink argues that true motivation comes from autonomy, mastery, and purpose, concepts that align well with Kerpen’s approach to delegation as a tool for empowerment and development. However, Pink’s book is more theoretical, grounded in psychological research, while Kerpen’s work is more practical and action-oriented. Get Over Yourself could be seen as providing concrete strategies for implementing some of the motivational principles Pink discusses, particularly in how effective delegation can increase team members’ sense of autonomy and opportunity for mastery.
The One Minute Manager by Kenneth Blanchard and Spencer Johnson
The One Minute Manager shares Kerpen’s focus on practical, actionable management advice. Both books aim to provide busy leaders with strategies they can implement quickly to improve their effectiveness. However, Blanchard and Johnson’s book covers a broader range of management skills, including goal-setting and feedback, while Kerpen’s work provides a deeper dive into the specific skill of delegation. Get Over Yourself offers a more comprehensive exploration of the psychological barriers to delegation and strategies for overcoming them, which is not a focus of The One Minute Manager.
Multipliers by Liz Wiseman
Liz Wiseman’s Multipliers explores how leaders can amplify the intelligence and capabilities of their teams, a concept that aligns closely with Kerpen’s views on effective delegation. Both books emphasize the importance of empowering team members and leveraging their strengths. However, Wiseman’s work is broader in scope, covering various aspects of leadership that can multiply team effectiveness, while Kerpen’s book provides a more focused and detailed exploration of delegation specifically. Get Over Yourself offers more concrete, step-by-step advice on the delegation process, while Multipliers provides a wider framework for leadership that enhances team capability.
Assess Your Current Delegation Practices
Develop a Delegation Strategy
Implement Effective Delegation Practices
Overcome Perfectionism and Control Issues
Leverage Technology for Effective Delegation
Continuous Improvement of Delegation Skills
Implementing a Culture of Effective Delegation
Get Over Yourself offers valuable insights for businesses looking to improve their delegation practices and overall organizational efficiency. The book’s emphasis on creating a culture that supports effective delegation is particularly relevant in today’s fast-paced business environment. By fostering an atmosphere where delegation is seen as a tool for empowerment and growth rather than a sign of weakness, organizations can unlock the full potential of their workforce and improve overall productivity.
However, implementing such a cultural shift can be challenging. Many organizations have deeply ingrained hierarchical structures and mindsets that can resist changes to traditional power dynamics. Middle managers, in particular, may feel threatened by the idea of delegating significant responsibilities to their team members. Additionally, there may be concerns about maintaining quality control and accountability when tasks are delegated more broadly.
To overcome these challenges, organizations can start by providing comprehensive training on effective delegation techniques, emphasizing the benefits for both individual career growth and organizational success. Leadership should model good delegation practices and publicly recognize successful instances of delegation. Implementing a mentorship program where experienced delegators can guide others can also help overcome resistance. Gradually adjusting performance metrics to include effective delegation as a key leadership skill can further reinforce the cultural shift.
Aligning Delegation Practices with Organizational Goals
Kerpen’s approach to delegation as a strategic tool for achieving organizational objectives resonates strongly in a business context. By aligning delegation practices with broader company goals, businesses can ensure that time and resources are being used most effectively. This approach can lead to improved efficiency, faster decision-making, and more agile responses to market changes.
The main challenge in implementing this strategy lies in clearly communicating organizational goals throughout all levels of the company and ensuring that delegation decisions consistently support these objectives. There may also be resistance from employees who are comfortable with their current roles and responsibilities, or from managers who fear losing control over critical tasks.
To address these issues, businesses should focus on improving internal communication channels to ensure that company goals are well understood at all levels. Regular town hall meetings, clear mission statements, and consistent messaging from leadership can help. Implementing a system for tracking delegated tasks and their alignment with organizational objectives can provide visibility and accountability. Additionally, providing training on strategic thinking and decision-making can help employees at all levels understand how their work contributes to larger goals, making them more receptive to strategically aligned delegation.
Leveraging Technology for Effective Delegation
The book’s insights on using technology to support delegation practices are highly relevant in today’s digital-first business environment. Implementing project management and communication tools can significantly enhance the delegation process, improving transparency, accountability, and efficiency.
However, introducing new technology can be met with resistance, particularly from employees who are less tech-savvy or comfortable with existing systems. There may also be concerns about data security and privacy, especially when dealing with sensitive business information. Additionally, the cost of implementing new systems and training employees to use them effectively can be a barrier for some organizations.
To overcome these challenges, businesses should start by conducting a thorough needs assessment to choose the most appropriate tools for their specific requirements. Involving employees in the selection process can increase buy-in and ensure that the chosen solutions meet real needs. Implementing new technologies gradually, starting with pilot programs in specific departments, can help identify and address issues before company-wide rollout. Comprehensive training programs, including ongoing support and resources, are crucial for successful adoption. Addressing data security concerns head-on by choosing reputable providers and implementing robust security measures can help alleviate privacy worries.
Developing a Talent Pipeline through Strategic Delegation
Kerpen’s emphasis on using delegation as a tool for talent development is particularly valuable for businesses looking to build a strong internal talent pipeline. By strategically delegating tasks that stretch employees’ skills and provide growth opportunities, organizations can develop their workforce’s capabilities, improve engagement, and reduce turnover.
Implementing this approach can be challenging, as it requires a significant shift in how tasks are assigned and managed. Managers may be hesitant to delegate important tasks to less experienced team members, fearing mistakes or decreased quality. There may also be concerns about fairness in task distribution and the potential for favoritism in assigning growth opportunities.
To address these issues, businesses can start by implementing a formal skills assessment and development program. This can help identify areas where employees need growth and match them with appropriate delegation opportunities. Providing managers with training on how to effectively coach and support employees taking on new responsibilities is crucial. Establishing clear guidelines for task delegation, including criteria for assigning growth opportunities, can help ensure fairness and transparency. Implementing a robust feedback system where both managers and employees can provide input on the delegation process can help refine the approach over time.
Overcoming Psychological Barriers to Delegation
The book’s focus on addressing the psychological barriers to effective delegation is highly relevant in a business context. Many leaders struggle with letting go of control, perfectionism, or fear of becoming redundant, which can hinder organizational growth and efficiency.
Overcoming these deeply ingrained psychological barriers can be challenging, especially in high-pressure business environments where mistakes can be costly. There may also be organizational cultures that inadvertently reinforce these barriers by overly emphasizing individual achievement or punishing mistakes harshly.
To address these challenges, businesses can implement leadership development programs that specifically target these psychological barriers. This could include workshops on trust-building, cognitive behavioral techniques for managing perfectionism, and training on how to derive satisfaction from team success rather than personal task completion. Encouraging leaders to share their experiences and challenges with delegation can help normalize the process of overcoming these barriers. Additionally, adjusting performance evaluation criteria to reward effective delegation and team development can provide tangible incentives for leaders to work on their delegation skills.
Implementing Effective Feedback Mechanisms for Delegated Tasks
Kerpen’s emphasis on continuous improvement in delegation practices through feedback is crucial for businesses looking to refine their approach over time. Implementing robust feedback mechanisms can help organizations identify what’s working well in their delegation processes and where improvements are needed.
However, creating a culture where feedback is freely given and received can be challenging. Employees may be hesitant to provide honest feedback to their superiors, fearing negative consequences. There may also be logistical challenges in collecting and analyzing feedback from multiple sources in a large organization.
To overcome these obstacles, businesses can start by implementing anonymous feedback systems to encourage honest input. Training all employees on how to give and receive constructive feedback can help create a more open culture. Regularly scheduled feedback sessions, both for specific delegated tasks and for the overall delegation process, can be built into project timelines. Utilizing technology, such as feedback management software, can help streamline the process of collecting and analyzing feedback in larger organizations. Most importantly, leadership must visibly act on the feedback received, demonstrating its value and encouraging continued participation in the feedback process.
Rise of AI-assisted delegation
As artificial intelligence continues to advance, we’re likely to see AI tools playing a larger role in delegation processes. These tools could help leaders identify tasks suitable for delegation, match tasks with team members based on skills and workload, and even provide real-time feedback on delegation effectiveness. Kerpen’s principles of effective delegation will need to be adapted to incorporate these AI assistants, balancing technological efficiency with the human elements of trust and empowerment.
Increased focus on mental health in leadership
The growing awareness of mental health in the workplace is likely to intersect with delegation practices. Kerpen’s emphasis on overcoming psychological barriers to delegation aligns with this trend. Future leadership development programs may place even greater emphasis on the psychological aspects of delegation, helping leaders manage stress, avoid burnout, and create healthier work environments through effective task distribution.
Evolution of remote and hybrid work models
As remote and hybrid work models become more prevalent, delegation practices will need to evolve. Kerpen’s strategies for building trust and clear communication will become even more crucial in distributed teams. We may see new delegation techniques specifically designed for virtual environments, focusing on asynchronous communication, digital collaboration tools, and ways to maintain team cohesion across distances.
Shift towards flatter organizational structures
Many organizations are moving towards flatter, more agile structures. This trend aligns well with Kerpen’s emphasis on empowering team members through delegation. In these flatter structures, effective delegation becomes not just a leadership skill but a core organizational competency. We may see delegation practices expanding beyond traditional top-down models to include more peer-to-peer and even bottom-up delegation.
Integration of delegation into broader skill development frameworks
As organizations increasingly focus on continuous learning and adaptability, we’re likely to see delegation more tightly integrated into broader skill development frameworks. Kerpen’s approach to using delegation as a tool for talent development fits well with this trend. Future performance management systems may place greater emphasis on how effectively leaders use delegation to develop their team members’ skills and capabilities.
Get Over Yourself has the potential to significantly impact leadership practices across various industries. As organizations continue to grapple with rapid change, increased complexity, and the need for agility, effective delegation becomes increasingly crucial. Kerpen’s practical approach to delegation could help leaders adapt to these challenges more effectively.
The book’s emphasis on overcoming psychological barriers to delegation is particularly relevant in today’s work environment. With the rise of remote and hybrid work models, leaders are forced to trust and empower their team members more than ever before. Kerpen’s strategies for building trust and letting go of control could prove invaluable in this context, potentially influencing how organizations approach leadership development and team management in the coming years.
Moreover, the book’s focus on delegation as a tool for talent development aligns well with the growing emphasis on continuous learning and adaptability in the workplace. If widely adopted, Kerpen’s approach could contribute to more dynamic, learning-oriented organizational cultures. This could have broader implications for employee engagement, retention, and organizational resilience in the face of rapid technological and market changes.
The book’s insights on time management through strategic delegation are also likely to remain relevant and influential. As leaders at all levels face increasing demands on their time and attention, the ability to delegate effectively becomes a critical skill for maintaining productivity and avoiding burnout. Kerpen’s strategies could help shape how organizations think about productivity and work allocation at a systemic level.
However, the long-term impact of Get Over Yourself may depend on how well its principles can be adapted to evolving work environments. As artificial intelligence and automation continue to reshape the nature of work, the types of tasks that can and should be delegated may change. Future editions or follow-up works may need to address how delegation practices should evolve in response to these technological shifts.
Additionally, the book’s influence could extend beyond the business world. The principles of effective delegation and empowerment could be applied in various contexts, from education to community organizations to government. If the book’s ideas gain traction, they could contribute to broader societal shifts towards more distributed forms of leadership and decision-making.
Radical Candor by Kim Scott: This book complements Kerpen’s work by focusing on how to build the kind of honest, caring relationships that support effective delegation. Scott’s framework for giving and receiving feedback can enhance the communication aspects of delegation that Kerpen discusses. Radical Candor provides practical advice on how to challenge directly while also showing personal care, which can help leaders navigate the sometimes difficult conversations involved in delegation.
Drive by Daniel Pink: While Kerpen focuses on the leader’s perspective in delegation, Pink’s Drive explores what motivates people to take on and excel at tasks. Understanding the intrinsic motivators Pink describes – autonomy, mastery, and purpose – can help leaders delegate more effectively by aligning tasks with team members’ internal drives. This book provides valuable insights into how to make delegated tasks more engaging and fulfilling for team members.
The Culture Code by Daniel Coyle: Coyle’s exploration of how to build highly successful organizational cultures dovetails nicely with Kerpen’s emphasis on creating a culture that supports effective delegation. The Culture Code offers insights into building safety, sharing vulnerability, and establishing purpose – all elements that can enhance the trust and open communication necessary for successful delegation. This book can help leaders create the kind of environment where delegation can thrive.
Mindset by Carol S. Dweck: Dweck’s work on growth mindset vs. fixed mindset provides a valuable complement to Kerpen’s discussion of psychological barriers to delegation. Understanding and cultivating a growth mindset can help leaders overcome their fears about delegation and view it as an opportunity for both personal and team development. Mindset offers strategies for developing a more open, learning-oriented approach that aligns well with effective delegation practices.
The Power of Habit by Charles Duhigg: Duhigg’s exploration of how habits are formed and changed can be particularly useful for leaders looking to implement Kerpen’s delegation strategies. The Power of Habit provides insights into how to break old habits of micromanagement or task-hoarding and establish new habits of effective delegation. This book can help leaders understand the psychology behind their delegation behaviors and offer strategies for lasting change.
Crucial Conversations by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler: This book provides valuable tools for handling the potentially difficult conversations that can arise during the delegation process. While Kerpen offers strategies for effective delegation, Crucial Conversations complements this by teaching how to navigate high-stakes discussions, such as giving feedback on delegated tasks or addressing performance issues. The skills taught in this book can enhance the communication aspects of delegation that Kerpen emphasizes.
Multipliers by Liz Wiseman: Wiseman’s exploration of how leaders can amplify the intelligence and capabilities of their teams aligns well with Kerpen’s approach to delegation as a tool for empowerment and development. Multipliers offers additional strategies for how leaders can use their own behaviors and mindsets to bring out the best in their team members. This book can help leaders extend Kerpen’s delegation principles into a broader approach to amplifying team performance.
Websites and Online Platforms
Mind Tools Leadership Resources: This website offers a wealth of articles, videos, and tools on leadership skills, including delegation. Their resources can help reinforce and expand on the concepts Kerpen discusses in his book. https://www.mindtools.com/pages/article/newLDR_98.htm
Harvard Business Review – Leadership & Managing People: HBR’s section on leadership provides in-depth articles and case studies that can complement Kerpen’s ideas on delegation and leadership. Many of these resources are written by leading experts in the field. https://hbr.org/topic/leadership-and-managing-people
Center for Creative Leadership (CCL): CCL offers a variety of resources on leadership development, including articles and research on delegation and empowerment. Their evidence-based approach can provide additional context to Kerpen’s strategies. https://www.ccl.org/
Conferences
ATD International Conference & Exposition: This annual conference focuses on talent development and often includes sessions on leadership skills like delegation. It’s an excellent opportunity to learn about the latest research and best practices in the field. https://www.td.org/atd-international-conference-exposition
Global Leadership Summit: This conference brings together leaders from various sectors to discuss leadership challenges and strategies. Sessions often touch on themes related to Kerpen’s work, such as empowerment and effective communication. https://globalleadership.org/global-leadership-summit/
Professional Organizations
International Leadership Association (ILA): ILA is a global network for all those who practice, study, and teach leadership. They offer resources, conferences, and networking opportunities that can help deepen understanding of leadership concepts, including delegation. https://ilaglobalnetwork.org/
Society for Human Resource Management (SHRM): SHRM provides resources and training on various aspects of people management, including leadership development and delegation skills. Their materials can offer a broader context for Kerpen’s ideas. https://www.shrm.org/
Podcasts
Coaching for Leaders: Hosted by Dave Stachowiak, this podcast features interviews with leadership experts and often covers topics related to delegation and empowerment. It can provide additional perspectives on the themes in Kerpen’s book. https://coachingforleaders.com/podcast/
HBR IdeaCast: This podcast from Harvard Business Review often features discussions on leadership topics, including delegation and team management. It can offer research-backed insights that complement Kerpen’s practical advice. https://hbr.org/podcasts/ideacast
Courses
Coursera – Delegation Skills: This online course, offered by the University of Michigan, provides a deep dive into delegation skills. It can be a practical way to implement and expand on the strategies Kerpen discusses in his book. https://www.coursera.org/learn/delegation-skills
edX – Becoming an Effective Leader: This course from the University of Queensland covers various aspects of leadership, including delegation. It can provide a broader context for the delegation skills Kerpen focuses on. https://www.edx.org/course/becoming-an-effective-leader
Documentaries and Films
Moneyball: While not directly about delegation, this film illustrates many leadership principles, including the importance of trusting data and empowering team members. It can provide an engaging way to reflect on some of the themes in Kerpen’s book.
The Intern: This film touches on intergenerational workplace dynamics and the challenges of delegation and trust in leadership. It offers an entertaining way to consider some of the psychological aspects of delegation that Kerpen discusses.
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