Delegation
Delegation algorithm
Say clearly what you want
Say why it is important
Say why you choose this person for delegation
Say what the limits are
Define the reporting process
Offer support
Check if the person understands the task well
Motivate to do it
When to Delegate
Delegation is a win-win when done appropriately, however, that does not mean that you can delegate just anything. To determine when delegation is most appropriate there are five key questions you need to ask yourself:
Is there someone else who has (or can be given) the necessary information or expertise to complete the task? Essentially is this a task that someone else can do, or is it critical that you do it yourself?
Does the task provide an opportunity to grow and develop another person's skills?
Is this a task that will recur, in a similar form, in the future?
Do you have enough time to delegate the job effectively? Time must be available for adequate training, for questions and answers, for opportunities to check progress, and for rework if that is necessary.
Is this a task that I should delegate? Tasks critical for long-term success (for example, recruiting the right people for your team) genuinely do need your attention.
If you can answer "yes" to at least some of the above questions, then it could well be worth delegating this job.
Other factors that contribute to the delegability of a task include:
The project's timelines/deadlines.
How much time is there available to do the job?
Is there time to redo the job if it's not done properly the first time?
What are the consequences of not completing the job on time?
Your expectations or goals for the project or task(s), including:
How important is it that the results are of the highest possible quality?
Is an "adequate" result good enough?
Would a failure be crucial?
How much would failure impact other things?
To Whom Should You Delegate?
The factors to consider here include:
The experience, knowledge and skills of the individual as they apply to the delegated task.
What knowledge, skills and attitude does the person already have?
Do you have time and resources to provide any training needed?
The individual's preferred work style.
How independent is the person?
What does he or she want from his or her job?
What are his or her long-term goals and interests, and how do these align with the work proposed?
The current workload of this person.
Does the person have time to take on more work?
Will you delegating this task require reshuffling of other responsibilities and workloads?
How Should You Delegate?
Use the following principles to delegate successfully:
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?
Initiate action, and then report periodically?
Where possible, include people in the delegation process. Empower them to decide what tasks are to be delegated to them and when.
Match the amount of responsibility with the amount of authority. Understand that you can delegate some responsibility, however you can't delegate away ultimate accountability. The buck stops with you!
Delegate to the lowest possible organizational level. The people who are closest to the work are best suited for the task, because they have the most intimate knowledge of the detail of everyday work. This also increases workplace efficiency, and helps to develop people.
Provide adequate support, and be available to answer questions. Ensure the project's success through ongoing communication and monitoring as well as provision of resources and credit.
Focus on results. Concern yourself with what is accomplished, rather than detailing how the work should be done: Your way is not necessarily the only or even the best way! Allow the person to control his or her own methods and processes. This facilitates success and trust.
Avoid "upward delegation." If there is a problem, don't allow the person to shift responsibility for the task back to you: ask for recommended solutions; and don't simply provide an answer.
Build motivation and commitment. Discuss how success will impact financial rewards, future opportunities, informal recognition, and other desirable consequences. Provide recognition where deserved.
Establish and maintain control.
Discuss timelines and deadlines.
Agree on a schedule of checkpoints at which you'll review project progress.
Make adjustments as necessary.
Take time to review all submitted work.
In thoroughly considering these key points prior to and during the delegation process you will find that you delegate more successfully.
Delegation Mistakes
Not able to differentiate between delegating and training. These two concepts are often mixed up by managers. To be clear, training is aimed at improving the employee’s performance or help them attain a required level of knowledge or skill. Whereas, delegation is aimed at reducing the workload of managers so they can focus on important tasks and allow the subordinates to grow in the process.
Providing Vague Instructions. Clear communication is fundamental to effective delegation. If you don’t let the team member know ‘what is expected of them in clear and precise terms, the outcome may fall short of the ideal.
Picking the wrong person. If you delegate a task to someone who is not suited or capable of doing it, the results may be far from ideal. Additionally, it may lead to squabbles, dissent, and lack of respect among your subordinates. The key here is to gain an in-depth knowledge of your team. Their strengths, skills, weaknesses, and areas of expertise should be known to you. This will help ensure that you pick the right person for the job. For example, if a person has superior math skills, you could delegate statistics-related tasks to them.
Delegating a task, and then not monitoring it. Delegating a task doesn’t mean that it isn’t your responsibility anymore. Although you may have explained the task in great detail, it doesn’t guarantee the task will be completed as per your expectations. You have to keep monitoring the progress and ask for regular updates. This helps ensure he/she is on the right track. And, you can also step in early if there are any errors or mistakes. You should always try to strike a balance between monitoring and supporting. You need to give people enough freedom to use their abilities to the best effect.
Expecting Perfection. Your obsession with being perfect can lead to constant meddling and micromanaging. You will never be satisfied with their work, the result will be - endless meetings and revisions. This will eventually drive your subordinates crazy. If someone can complete a task at 80-90%, then let them complete it. Your focus should be on progress rather than perfection. This will help you save time, and focus on more important things.
Not sharing the rewards and credit Your teammates should get a fair share of the rewards and the credit. If your top management is happy with the work, let your subordinates know about it. Not only does it keep the motivation levels up, but it will help the subordinates develop and grow. Always remember to explicitly mention the names of employees who worked along with you on a task or project. They will be more eager to take up delegated tasks next time around.
Not knowing what to delegate. It is due to the fact that they are not able to read the situation clearly, this cannot decide what tasks to delegate.
Here’s a checklist to help you decide what can be delegated:
A low priority task, which is something that doesn’t come under your core focus area
Less important tasks that eat away at your time and/or energy
Laying the groundwork such as collecting resources, prospect research, data entry, etc
Tasks that you are not good at doing
A task that your teammates can do better
Something that you want your team to learn
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