Why Do We Hang Christmas Lights? The Secret to Being a Great Leader LIGHT UP THE NIGHT DELEGATE TO ELEVATE
The first string of twinkling lights illuminating your neighbor’s house is always a telltale sign of the upcoming seasonal festivities. Christmas lights are a holiday staple, but have you ever wondered where this beloved tradition started? The tradition of hanging lights on the tree originally started with candles. Because this posed an immense fire hazard, Edward Hibberd Johnson, a close friend of Thomas Edison and vice president of the Edison Electric Light Company, vowed to find a better way to decorate Christmas trees with light. In December 1882, three years after Edison’s invention of the lightbulb in November 1879, Johnson hand-wired 80 red, white, and blue lightbulbs together and wound them around a Christmas tree in his parlor window. A passing reporter saw the spectacle and declared in the Detroit Post and Tribune, “One can hardly imagine anything prettier.” Johnson continued this tradition, increasing the number of lights each year and eventually putting them up outside. But because electricity was still a new concept, many years passed before the fad took off for regular Americans. In 1923, President Calvin Coolidge began the tradition of lighting the National Christmas Tree, which spurred the idea of selling stringed lights commercially. By the 1930s, families everywhere were buying boxes of bulbs by the dozen. Today, an estimated 150 million Christmas lights are sold in America each year, decorating 80 million homes and consuming 6% of the nation’s electricity every December. Whether you’ll be putting up your own lights or appreciating the most impressive light displays in your neighborhood or town, let the glow fill you with joy this season. Just don’t leave them up until February!
Poor delegation is the Achilles’ heel of most leaders, who often confuse being “involved” with being “essential.”To determine if you’re holding on to work you should delegate out, the Harvard Business Review (HBR) recommends asking this simple question: “If you had to take an unexpected week off work, would your initiatives and priorities advance in your absence?” If your answer is no or you aren’t sure, then you’re probably too involved. No one person should be the cog that keeps everything in motion, no matter their position in the company. Luckily, HBR has created an audit using the following six T’s to identify which tasks can be delegated. Tiny: Small tasks that stack up can undermine the flow of your work. Registering for a conference, putting it on the calendar, and booking the flight are all small tasks someone else can handle. Tedious: These tasks are straightforward but not the best use of your time. Someone else can input lists into spreadsheets or update key performance indicators for a presentation. Time-Consuming: These important, complex tasks don’t require you to do the first 80% of the work. Identify what they are, pass them to someone else, and step in for the final 20% to give approval. Teachable: Is there a task only you know how to do? If so, teach someone else to do it, and step in for the last quality check when it’s done. Terrible At: It’s okay to be bad at some things. Great leaders know when to pass tasks off to someone who is more skilled than they are.The task will get done faster and at a much higher quality. Time-Sensitive: These tasks need to get done right now but are competing with tasks of a higher priority. Just because it has to get done immediately doesn’t mean you have to be the one to do it. Sure, some tasks only you can accomplish, but these are extremely rare. As the Virgin Group founder Richard Branson warns, needlessly resisting delegation is the path to disaster. “You need to learn to delegate so that you can focus on the big picture,” Branson says. “It’s vital to the success of your business that you learn to hand off those things that you aren’t able to do well.”
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