Radical Delegation

Everyone delegates. My company is in the middle of consolidating two technical organizations while reporting to a third organization. Every week I look over my normal steady-state workload that I can define, describe and have someone on my team take over. This delegation frees me to focus on the ‘un-steady state’ of technology and people in our merger.

Radical Delegation is different than delegation. It feels different, looks different.

Radical Delegation drives innovation.

When I worked at VW/Audi my focus was on our financial IT data centers in the US; I was also part of the National Diversity Council and was exposed to VW’s cultural expectations around work and decision-making. Many of these had their roots in the German education and work systems.

During this time at VW/Audi, US business growth was fueled by the new Beetle and Audi TT Coupe – both design disrupters in a time of look-alike cars. These were designed by two Americans (J Mays and Freeman Thomas) out of the Simi Valley based VW of America design center.

In hindsight – I can see why the new Beetle and TT Coupe came out of a somewhat disconnected work center.

“What is your one tip on transformational leadership?” was asked of me in a panel discussion. ‘Radical Delegation’ was my answer. Delegation is defined as entrusting a task to another (usually less senior); I used ‘Radical Delegation’ to reinforce the separation, and trust needed for innovation.

When a leader deliberately, fully hands a challenge or task off, it is an unnerving leap of faith in our teams and takes leadership courage - we remove innovation barriers. Oversight creates caution. Review creates adjustment to meet expressed or perceived expectations.

An unfettered team may be joyous or terrified, but they are going to think unlike us. Unlike what got us here. And that is exactly what innovation is.