Retail, manufacturing, non-profit, charity: it doesn’t matter the field of endeavour, we’ve said this or know people who have said it. These people are super-dedicated, high-achievers, passionate about what they do and stubbornly refuse to admit that they are completely wrong. Anyone who consistently works these kinds of hours, either does so because they want to or because they can’t (or won’t) delegate.
Unless you’re the owner of an organization or an entrepreneur in the early years of your start-up, putting in long hours isn’t necessary.
Over-simplistic? Perhaps, but consider these justifications and some suggestions on achieving a better work/life balance.
I have too much invested. I can’t let this fail.
Working long hours is a trap. Often owners and/or managers start out as one of a handful of people in their organizations. They work long hours and perform all of the functions to get their organization established: as both grow, the organization pivots completely on them. They often believe that when they get just a little bigger, they will hire people to help. Unfortunately, even when they do hire people, many owners and managers continue to work just as hard – or harder. Hiring the right kind of people (POST: Hiring the Right Person) is the only way to break this cycle. Adding associates with complementary skill sets to the owner or manager will help to reduce the pressure they feel to be present as much. Of course, sometimes when this particular excuse is resolved, another one of the following excuses may take its place. Please keep reading.
There isn’t anyone who knows what I know.
At least initially, this is true for most new organizations; the initial people wear many hats and do multiple functions and through their experience they will be the most knowledgeable people. However, if this continues to be true, the organization will only go as far and for as long as that person can push it. Bringing in new people, instilling the organization’s culture, and training them on the philosophy and practices of the organization will teach these new associates the knowledge they need to start sharing the workload, allowing for a more sustainable work/life balance. They will also bring new ideas.
I don’t have time to train anyone to do what I do.
This statement is true. Accumulated knowledge and experience cannot simply be downloaded into a new associate. However, by hiring the right people an organization need not “start from zero.” Having well made on-boarding and training systems will bring new associates to a point where the owner/manager can start to enjoy the benefits of having associates to help. Owners and managers must find the time to make this happen, even at the expense of temporarily cutting back on the scope of their regular activities.
I don’t trust anyone to do it properly.
Perhaps the most common excuse for not delegating. Trust comes from hiring good people, training them, allowing them to learn and make mistakes, and giving them the control in measured steps. By following these steps, they will acquire the ability to do what the organization needs. New associates have to earn the trust of the organization, but the organization also needs to trust in their associates.
It is faster for me to do it.
Of course, it is, at least in the beginning. However, if an organizational culture doesn’t encourage delegation, then nothing will improve, nor will the organization grow. If only one person is trusted with doing a particular function and the person is suddenly unavailable, then the organization’s ability to execute is endangered. For an organization, each function requires a backup and everyone will need patience: otherwise, nothing will change.
It’s easier and less complicated for me to do it, it’s less hassle.
As with the previous point, having cross-trained associates is simply good business. Training people can be time consuming, frustrating, and sometimes inefficient. The cost is justifiable so that the organization doesn’t pivot on one person. It is a cost of doing business, in the same way rent, mortgage payments, and maintenance costs are.
I can’t afford to pay anyone to help me.
This excuse reveals more about the organization than it might seem. If there is too much work and not enough funding, then the organization needs to prioritize its goals and objectives and decide how to use its limited resources in the most effective way. Any organization that has resources to do six things, but consistently tries to do then things, will always be under pressure and will not be able to excel. Ironically, by focusing on the six, the organization may be able to find ways to add the seventh, eighth, ninth, and tenth things by expanding and growing better at their core functions.
I need to matter.
Many who work 70 hours a week need to be at the center of the action. The problem doesn’t take growth into account, or change. Systems and processes evolve constantly, and owners and managers usually have more distractions as time moves forward. The ego of the owner or manager is something that should not be discounted, particularly if the organization has been very successful. People who work 60-70 hours a week internalize the success of the venture and as it grows, it becomes more difficult to make as large of a contribution: many struggle with knowing that they are not as important a component to the success as they once were. Realizing this and dealing with these feelings diplomatically is a critical part of enabling delegation.
If I don’t go to work, and everything runs smoothly, am I really needed? If your job is a big part of your identity, it can be hard to know you can walk away and things don’t fall apart. We all want to matter we all want to have a positive impact. Taking time away from work helps you be better at work. Reading a book about your industry, or listening to relevant podcasts can keep your brain alert, while you take a break.
I like what I do and I don’t want to give it up.
This hard reality affects many organizations. Everyone who is busy needs to appreciate that there is only so much time. Owners and managers should strategically examine what they want and like to do as their primary focus, and then examine those duties that they would be happy to have other associates do for them. In addition, as the organization grows, if a manager or owner doesn’t give up responsibilities, there may be new challenges that should be on their radar that get missed because they don’t have the time.
I don’t mind coming in on my day off, I was in the neighbourhood anyway.
People who work 70 hours a week typically like what they do, which is one reason why their associates will see them on their days off. A cause for concern is that people who work 60-70 hours per week may not have many other people in their social circle. People can become too dependent on their job to provide for their social needs and working too much only makes a person all the more dependent.
I don’t want to hear people complain about having to do extra work to do my job.
When a person does not delegate well and then takes some time off, those people who have to fill the gap may not be trained and therefore can get very frustrated and complain about the extra work. A poor delegator sees that as justification for continuing to hoard their responsibilities as a solution for the frustration, which ironically only makes the situation for their subordinates worse.
I worked hard to get into a position of authority and don’t want to give it up.
When a person achieves a senior position, some have issues with delegating because they perceive that they will not be able to accomplish their goals and objectives if they have to give up or share control.
It is possible to work 70 hours a week and be successful and many people do it.
Unfortunately, their organizations will have structural gaps in skills or experience that may threaten the survival of the organization should they have an unexpected absence. The personal toll cannot be discounted as well. A better strategy is to learn how to delegate, work 50-60 hours a week, and have a stronger team of people behind that can carry the load during vacations and so that the delegator can trust that the work is being done and the organization can survive and thrive in their absence.