The Power of Delegation

Posted: January 13, 2010 12:08 PM
Using the Leverage of Other People's Help  

Delegation is a skill of which we have all heard - but few understand. It can be used either as excuses for dumping work onto the desks of subordinates or as a tool for motivating and developing your employees for the organizations next challenges. Delegation is primarily about entrusting your authority to others. This means that they can act and initiate independently; and that they assume responsibility with you for certain tasks. If something goes wrong, you remain responsible since you are the manager; the trick is to delegate in such a way that things get done but do not go wrong.

Why People Don’t Delegate
People don’t delegate because it takes a lot of up-front effort; you could have finished it  in the time it takes to explain and supervise it, no one can do it as well as you can, or if they drop the ball you end up doing it anyway. For example if a brochure needs to be written for a new product you have worked with intimately isn’t easier to just sit down and write it? The real question, “Is this the best use of my time?”  

If you are in the detailed work of writing brochure content you are not thinking about a new campaign or available to consider new business lines and launches. You only have a finite amount of time and if you are burning it up writing copy you don’t have it for creating. If you do delegate you are developing your employees’ skills and abilities so the next time a similar project comes along, you have confidence your team can do it.  

What can be Delegated
Not everything can be delegated so here are four questions to ask first:
  • Is this a task that someone else can do, or is it critical that you do it yourself?
  • Does it provide an opportunity to grow the skills and expertise of your employees?
  • Do you have enough time to delegate the job effectively? Meaning time for training, questions and answers, to check progress, and for rework if that is necessary.
  • Is there time to redo the job if it’s not done properly the first time?
The more yes answers, the more likely it makes sense to delegate it.    

The Who of Delegating
Consider these factors in determining who to delegate to:
  • The experience, knowledge and skills needed in the task. Even if your employees are very good, it will take them longer because they will be learning the job you know how to do in your sleep.
  • Does their preferred work style match the project? If they are a people focused person and this required them to work in isolation determine how to balance their social needs with task.
  • How does this align with their long-term goals and interest? What it the pay off for them?
  • What is current workload of this person? Will projects have to be reassigned?  

How to Delegate You need to:
  • Clearly articulate the desired outcome. Begin with the end in mind and specify the desired results.
  • Clearly identify constraints and boundaries. Where are the lines of authority, responsibility and accountability? Should the person:  Wait to be told what to do? Ask what to do? Recommend what should be done, and then act? Act, and then report results immediately?
  • If possible give the entire project to the employee or ensure they understand the whole picture.
  • Make sure your employee understands exactly what you want them to do. Ask questions, watch the work performed or have the employee give you feedback to make sure your instructions were understood.
  • Share your picture of what the outcome will look like if you have one.
  • Identify how and when you will get updates about the project.
  • Identify now the project and their performance will be evaluated, the measurements used to determine that the project was successfully completed.
  • Determine how you will celebrate the successful completion.    
You have to find the sometimes difficult balance between giving enough space for people to use their abilities, while still monitoring and supporting closely enough to ensure that the job is done correctly and effectively.  Understand that you can delegate some responsibility, however you can’t delegate away ultimate accountability. The buck stops with you!  

You can’t have happy customers with unhappy employees!  

Author:
Kathleen Rich-New

Kathleen Rich-New specializes in career and job coaching, team development, and communications. She is a speaker, author, and executive coach.  Contact to learn more: 321.452.7308 or KRN@clarityworks.biz. www.ClarityWorks.biz  
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