Tag Archives: Delegation

How to Delegate Effectively

Last week’s post, The Pros and the Pros of Delegation, covered the What and the Why of effective delegation. This week’s post is about the How. Here is a step by step guide to assigning a task to someone else and then putting a system in place to provide that person with meaningful support.

1. Deciding to Delegate

The first step in delegation is deciding whether or not a responsibility or task should be delegated.

A good rule of thumb is for business leaders to spend the majority of their time on tasks and responsibilities that directly impact organizational or personal objectives.

These mission-critical tasks that affect long-term success require leadership attention. Everything else is fair game for delegation.

This cut and dry rule of thumb is good when there is a clear delineation between mission critical and non-mission critical activities. For situations with more of a gray area around the nature of responsibilities, use the following questions to determine whether or not a task is worth delegating. The more yes answers, the more likely a task or responsibility should/can be delegated:

  • Does someone else have (or could be given) the necessary information or expertise to complete the task?
  • Would this be an opportunity to grow and develop another person’s skills?
  • Is this a recurring task?
  • Has this task not yet been delegated because of expediency, habit, or because it falls squarely in the leader’s comfort-zone?
  • Can you schedule sufficient time to delegate appropriately and thoroughly?
  • Can enough time be allocated for adequate training, questions and answers, progress checks, and possible rework?

2. Selecting the Right Person

To ensure that the task is completed to the leader’s satisfaction, it is crucial to select the “right” person for the job. Effective delegation is about assigning challenging jobs to the person most qualified to complete the work as well as most interested in taking on the challenge. When deciding with whom to trust a task or responsibility, consider the following questions.

  • Once trained, will this person have the capacity to do the job unsupervised?
  • Does this person have a track record of open communication?
  • Do this person’s strengths match the required skill set and/or knowledge base to successfully complete the assignment?
  • Is it realistic to add another responsibility to this person’s workload?
  • Do you trust this person enough to be patient as he/she progresses through his/her learning curve?

Again, the more “yes” answers, the more likely the individual is a good candidate for delegation.

3. Setting the stage for success

When the time is right to assign a task or responsibility to the carefully chosen person, use the following steps as a check list. Covering each of these items gives the person receiving the assignment the best possible chance for success.

  1. Gain the Person’s Buy-In. At first, the person receiving the assignment may not see all of the benefits of having something added to his/her workload. Before speaking with the person about the assignment, consider what he/she values. What outcomes would this person deem worthwhile? Then, when presenting the assignment, take the time to discuss the upside to successful completion of the task from the other person’s perspective. Cover the impact on financial rewards, future opportunities, recognition, and other desirable outcomes that would motivate the individual to willingly take on the challenge.
  2. Set Clear Expectations. Include specific parameters around performance standards, a detailed explanation of the desired results, the scope of the individual’s authority, available resources, communication strategies, and schedules. As much as possible, capture this information in writing.
  3. Explain/Coach/Train. Make sure the person knows what works. Alert the individual to potential pitfalls as well as methods that have had less success in the past.
  4. Keep an Open Mind. Unless the particular steps to completing a task or carrying out a given responsibility are truly “written in stone” or must comply with a particular mandate, maintain the flexibility to consider different methods. Be willing to entertain the possibility that the other person may devise a better way to get the task done. Whenever possible, focus on the end-result and leave the means (the how to get there) up to the individual. The more input a person has in the task/responsibility, the higher their level of personal ownership; which will in turn enhance their attention to detail and the quality of their output.
  5. Maintain Communication. Talk about what needs to be done and the specific output you expect. Proper communication prevents misunderstandings and helps the other person to fulfill his/her potential.
  6. Establish and Adhere to a Periodic Review Schedule. Make yourself available for progress reports and questions.CB100472
  7. Try Not to Catch “The Boomerang”. If there is a problem, don’t allow the person to throw responsibility for the task back to you. When presented with an issue, avoid the urge to provide an immediate answer. Ask the person to provide recommended solutions instead. Then, ask the person to prioritize the options and explain the rationale he/she used. Work with the individual to select and refine the best option until a mutually agreed upon solution is developed.
  8. Provide Recognition. Be generous and genuine with praise. Give recognition in a manner that is most valued by the individual. For example, publicly thank an outgoing ambitious person in front of an audience of organizational leaders.

Well executed delegation is a morale booster, a tremendous force for productivity gains, and a significant development tool.

The key phrase is “well executed.” Haphazardly throwing responsibility over the wall in hopes that the other person actually catches it will only frustrate the person hit with the added burden and cost the leader precious time fixing mistakes and rectifying issues. When delegation is properly leveraged, leaders are free to concentrate on organizational imperatives and the individuals entrusted with tasks and responsibilities grow their skills and enhance their importance within the organization.

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The Pros and the Pros of Delegation

utilitybeltDelegation is a vital yet often underleveraged tool in the “Leadership Utility Belt.” Long-held misconceptions about delegation cause many leaders to deprive themselves of this valuable resource. When used effectively, delegation improves productivity, develops employees, and makes the assigner and the assigned more influential.

A Few Rotten Apples Have Spoiled the Bunch

Delegation has a troublesome track record. Throughout history, less than noble superiors have proudly carried the flag of delegation as they foisted undesirable time-consuming menial tasks onto their underlings. This particular style is referred to as “seagull management.” seagullManagers swoop in dump all over their team and fly off without so much as a backwards glance. For those who’ve experienced life in the “drop zone”, the blatant abuse of an otherwise virtuous process has left a nearly indelible stain on the reputation of delegation.

Setting the Record Straight

Delegation is not the assignment of unwelcome tasks to the person least likely to protest. Nor is it an abdication of responsibility. The giver and the receiver of delegated assignments are equally accountable for their timely completion. Delegation is entrusting people with responsibilities that match individual strengths, holding them accountable to performing to their highest potential, and providing them with the support needed to succeed. Tasks and responsibilities are given to the most qualified person who is also the most interested in the challenge.

Another misconception about delegation is that it takes more energy and effort than it’s worth. For example, leaders who earned their role through personal excellence are often reluctant to put their tasks in the hands of another. These individuals fear that the other person will either not complete the assignment as well or might take a different approach to completing the task. When these leaders think about what it will take to get someone else “up to speed,” they conclude that “it’s just faster if I do it myself.” While it is true that effective delegation requires an upfront commitment of time and attention this should not be viewed as a hassle. The rewards of well executed delegation dwarf the initial investment of time and energy.

The Pros to Delegation

Assigning certain responsibilities to individuals who can complete them even when the leader is not present, frees the leader to focus on mission critical activities. Well organized schedules and balanced workloads allow leaders to oversee operations, spend time coaching, and think strategically.

If you are holding tight to non-mission critical tasks that you’ve mastered long ago, take a moment to consider why. Are you spending time on these tasks because the more vital issues awaiting your attention will force you out of your comfort zone? You could be stunting your growth as a leader if you tether yourself to tasks and responsibilities that can and should be delegated to your team.

Leaders who delegate correctly improve the overall responsiveness of the organization. People closest to day to day issues have the most relevant and recent information upon which to base intelligent decisions. By empowering these individuals with the authority to carry out their assigned responsibilities, the leader is facilitating the organization’s ability to react to or even anticipate environmental changes.

Delegation brings out the best in people. Participation in the decision-making process improves employee morale and performance and earns sincere buy-in to organizational initiatives.

When a leader delegates meaningful challenging work to motivated employees, the recipients of these assignments are given opportunities to add value, build their credibility, prove their trustworthiness and ultimately strengthen their influence in the organization. Delegation is trust in action. Trust granted is repaid by employees in the form of positive results and loyalty toward their leader. Being surrounded by a core team of competent energized influencers increases the leader’s ability to influence change and expedite decisions.

In the next post, we’ll cover how to delegate effectively.

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