TLP291: Good Leaders Understand That Delegation Is A Responsibility

Peter Docker is the co-author of the book, Find Your Why, and formerly a founding Igniter at Simon Sinek Inc. He draws on his 25-year career in the Royal Air Force, and over 14 years spent partnering with businesses around the world to inspire them to lead. Peter teaches people how to navigate the challenge of leadership. His latest book, Leading from the Jumpseat, delivers the message that leadership is about lifting people up, and giving them the space they need to lead!   Key Takeaways [2:15] Peter reveals an interesting fact about him when he was at the age of 42. [3:35] Peter tells the story behind the Jumpseat Leader when he was still flying with the Royal Air Force. [7:34] As a leader, handing over control is inevitable at some stage. Leading from the jumpseat is a mindset and approach which helps us to lead intentionally in that perspective. [10:20] Peter talks about the four parts of his book through metaphors of flying: Learning To Fly, Flying, Teaching Others To Fly, and Leading From The Jumpseat. [11:30] These stages are not meant to be a single progression. We can be at different stages in different aspects of our life. [15:25] It takes a lot of time to teach and develop people. Peter shares more analogies on how leaders can better manage in order to delegate. [16:25] Delegation is not abdication of responsibility. It only frees up space for leaders to focus on most things that only they have authority over. [17:30] In the short term, the pace will be slow but in the long term, delegating will allow your team to accelerate much more quickly. [22:20] Peter also shares his insights on how to teach followership as a leader. [23:15] Individualism and teamwork are not mutually exclusive. Peter explains why he thinks so. [28:40] As leaders, we can create opportunities for people to have a choice which is very important for their engagement. [29:50] Context vs. content. Peter tells a story about a young woman named Louise who challenged herself to climb the Island Peak of Nepal to illustrate why context is vital. [34:50] Learning and being kind to ourselves is very important in leadership. The willingness to get up every morning to do a little bit better goes a long way. [36:45] Exploring what is really important to us releases enormous energy once we are able to connect to it. Peter tells another story with his wife being involved in an accident as an example. [42:20] The promise we make to ourselves is actually about other people. Peter explains why it is so. [43:26] Peter shares his experience in the Iraq war back in 2003 to give more context in regards to the promise we keep for ourselves towards others. [45:00] Making a promise to yourself is more powerful when it is in service to others. [47:25] Listener challenge: Learn to lead when you don’t know the answer.   Quotable Quotes “We all eventually give out control. And it’s about preparing our people so they can take the lead when the time is right.” “We’re right back down at the bottom again, trying to figure out how to fly. But that’s the wonderful thing about it because it gives us the opportunity to maintain our humility to continue to learn and embrace the unknown.” “Delegation is not abdication and also it is not an excuse for micromanagement.” “We want to be involved in things; it’s nice to be able to handle stuff and get stuff done. But every time we take on more things, the slower our team’s progress becomes.” “If we are always the guy who has the answer, we become the constriction in the pipe.” “As a leader, what we can do is to shift the context so that people see what they are struggling against and see it instead as an opportunity to be taken on. And that then gives them the chance to really push themselves.”   Resources Mentioned Sponsored by: Grab Peter’s books, and