Today’s Tuesday Reading is from Kirsten Mortimer, Strategic IT Services Manager at the University of Wisconsin-Whitewater and a MOR program alum. Kirsten may be reached at [email protected] or via LinkedIn.
One of my ongoing challenges is effectively delegating. Despite efforts to improve, still grappling with this fundamental aspect of leadership is frustrating. I have been developing my ability to assess what can be delegated, to whom, and why. I’m doing better at asking for help, delegating small tasks, and investing time in training others. But I’m still not where my team needs to be.
Why?
Recently, I read an article that resonated with me: “How to Get More Done Without Burning Out” by Marcus Frick. Frick addresses the delicate balance between productivity and avoiding burnout, reminding me of a concept inspired by the Yerkes-Dodson Law. The Yerkes-Dodson Law posits that performance peaks with mental arousal (stress) to a certain extent. Beyond that threshold, performance declines (overload). But, notably, below it, performance also declines (underload).
I’ve struggled to determine the optimal workload for each team member without overwhelming them. I’m overloaded. Everyone in our department is busy. From this perspective, how could I delegate more work to people who are likely overburdened?
Are they overloaded?
To tackle potential imbalances and correct possible misconceptions, I’ve contemplated methods to gauge the appropriate workload for each individual, factoring in their capabilities and existing tasks. I’ve been utilizing coaching techniques to assess whether additional tasks align with their capacity, thereby preventing burnout and fostering a culture of trust and collaboration.
Encouraging team members to reflect on and identify their optimal performance zone allows us to understand their needs and abilities better. This approach benefits our team dynamics, improves delegation, and supports self-care.
We’re investing in our relationships as much as we focus on getting things done.
Where do you currently identify on the Yerkes-Dodson curve?
Last week, we asked how many times you have conducted a SWOT analysis in your career:
- 19% said never
- 15% said once
- 37% said a few times
- 18% said regularly
- 11% said too many times to count
A SWOT analysis is a powerful tool in driving our organizations toward success. 80% of us have conducted one at least once, and two-thirds have conducted one multiple times. To make the SWOT a helpful analysis, it’s critical to focus on a defined area and ask a broad group of people familiar with the area you’re analyzing. Then comes the most critical success factor of the SWOT: doing something with it. You’ve completed a SWOT analysis. Now what? Use it to drive change and drive action to realize its value.