Today’s Tuesday Reading is from Chris Lavallee, Managing Director, Research Technologies, HBSIT, Harvard Business School and a MOR program participant. Chris may be reached at [email protected] or via LinkedIn.
Through my MOR Leadership program experience so far, I’ve realized that one of my biggest opportunities for growth is more effective delegation. Initially, I assumed a quick handoff would suffice, but I soon discovered that delegation is never one-size-fits-all. Some team members benefit from step-by-step guidance, while others thrive with greater autonomy. The sessions and readings provided frameworks that helped me tailor my approach to each individual’s background and strengths.
Looking back, it’s clear how easy it is to be overwhelmed by meetings and emails, leaving little room for forward-thinking work. There is an almost unconscious pull to stay in reactive mode. I’ve experienced this firsthand in my two years leading my current team: while being responsive is beneficial, it can crowd out the strategic planning I must do. By tuning into each person’s readiness for new tasks, I can delegate more strategically, carving out space to pursue initiatives like shaping our research computing roadmap or building partnerships across campus.
What I find most striking is how each individual’s level of preparation, confidence, and motivation dictates my delegation style. Some team members rely on structured checklists and regular one-on-one sessions to build their confidence. For others, I only need to clarify the goals, and they take off on their own to get the work done. But delegation isn’t just about freeing up my time; it’s also about developing talent. By focusing on matching tasks with each team member’s growth needs, I ensure they’re gaining new skills, and I fulfill my responsibility to nurture a high-performing group.
Equally important is setting aside deliberate time to reflect on whether my delegation choices genuinely move me toward more strategic work. To protect that time, I block off hours in my calendar for bigger-picture thinking. I also ensure that team members have the guidance and resources they need to handle the tasks I’ve handed over. These upfront investments in time pay off when I can step back from operational details and see them thrive independently.
Ultimately, leadership isn’t just about keeping everyday operations on track—it’s about looking ahead and empowering others to grow. Thoughtful delegation is one of the most impactful levers I have available to accomplish that. Already, I’ve seen my team tackle new responsibilities with renewed energy, and I can shift more of my attention to our strategic objectives. By continually fine-tuning my approach to each individual’s needs, I’m confident I can balance immediate demands with the important work that drives us forward.
Which best describes your approach to delegation?
Last week, we asked how often you feel you are fully present with others in the workplace:
- 17% said always or almost always
- 43% said frequently
- 31% said sometimes
- 5% said rarely
- 3% said not at all or almost not at all
Most of us feel we are generally fully present with others. Wherever we scored ourselves on that spectrum, it’s good self-awareness to think about how present we are with others. If this is an area you want to work on, you might consider asking trusted colleagues how they perceive your presence, and how that impacts the ability to work together to deliver results for your organization.