Delegation as development
"Good managers delegate.”
What comes to your mind when you read that statement? I have some conflicting thoughts. Part of me says, “yes, this is a key to good self-management!” and part of me says, “but if I want it done right, I have to do it myself!” (That statement is almost always untrue, but the way. Unfortunately, it likely reflects a controlling spirit.)
Some managers are hesitant to delegate because they do not want to seem like a demanding leader. They may not want to appear unwilling to do a task. They may be concerned about overwhelming or upsetting their employees. Or maybe they just don’t know where they would find the time to get someone else “up to speed” and ready to do the work.
There are many reasons not to delegate and lots of ways to delegate poorly. So how do we delegate in a way that is a “win” for everyone involved? The good news is we can delegate in a way that benefits the manager, the employee, and the organization.
Why you should delegate. In case you need convincing that delegation is a great idea (with some important caveats that follow), consider this list of benefits from Peter Ellis in Leadership and Management: Delegating for Success (p. 70):
Rise in efficiency
Job satisfaction
Effective use of skills
More management time
Demonstrates trust in team members
Personal and professional development
Generates a development culture
The first few bullets may seem obvious, but the last two related to professional development are frequently overlooked (and by the way, are my favorite reasons to delegate!). These benefits should become more evident as we discuss what, when, and how to delegate.
What to delegate. Initially, this may seem like the hard part, but the standard for delegation is connected to YOU. What tasks require your specific skill set and expertise? What tasks could be completed by someone else? It is unlikely you will delegate everything that can be completed by someone else; however, these questions create a potential list for delegation.
Once you have your potential list of tasks, consider the members of your team. There are several questions you may want to ponder:
Who has the skill set to complete the task?
Who could take the next step in their development by taking on this task?
Does this task fall into a particular job description?
Can this task be outsourced?
Sometimes there is an employee who is ready and able to take on the work or someone who is willing but needs to build some skills. In other situations, the task may clearly fall into a specific job role, but the person filling that role may not have the skill set. Consider your situation and proceed to think about how you may accomplish a successful act of delegation.
When to delegate. This one is a little tricky! Unfortunately, the need to delegate is sometimes born from an overstressed, overstretched manager. Consider these possibilities:
A deadline is looming and a manager needs help.
The manager dreads or dislikes the task and wants to delegate it.
The manager wants to provide an opportunity for a team member to grow skills and develop expertise.
The manager trusts team members to successfully complete the task.
If you are an employee who is on the receiving end of delegation, which situations could encourage you to respond positively?
I would feel the most confident in situations 3 and 4. I’m not too keen on 1 and 2, although I have taken on tasks from managers in those situations, but they always incorporated 4 as well. Yes, they needed to pass it on to me, but they also believed in my ability to do the tasks, and they expressed their confidence and gratitude. What a game changer.
Remember delegation should not just benefit the leader; it should also benefit the employee on the receiving end. Trying to push off a task in the middle of a high stress situation is far from a prime situation for successful delegation.
Delegation is not a short-term endeavor! There may be an emergency situation where you need to pass off some responsibility, but that should be rare. Effective delegation requires planning and an investment of time.
How to delegate. Here’s where the rubber meets the road. You have identified the task to delegate, and you might have an idea of someone who could take on the task (or you might not and that’s ok at this point). What next?
Consider these concepts:
Compare the task or project to your mission and priorities. Make sure the task is worth the time, effort, and resources. This may be something you have done for 10 years, but does it really need to be accomplished in year 11? Return to your mission. Review your priorities. Make sure it matters before you delegate it. And if it does not align with your mission and priorities, then scrap it.
Know your people. As a manager, you need to know your team members, their strengths, challenges, workload, and professional goals. Let’s say that teammate Katie has a goal of leading a team. There is not an open position for team leader, but there is a project on your plate that Katie could lead. With support, Katie can successfully complete this project. This is a win-win!
Understand the work. In order to find the best person to take on this task, you have to understand the task. Let’s continue with the example of Katie. You are somewhat familiar with the project that has been assigned to you, but you have not personally facilitated the implementation. Be sure to talk to the person who was responsible before you, or request the notes or files related to the project. Don’t be afraid to ask questions. You need to know the work so you don’t inadvertently set up Katie for failure rather than success.
Support your people. Remember delegation can be used to help employees grow skills and develop expertise. Katie may have the aptitude to be an excellent leader for this project, but she may need a refresher course, some additional training, an assistant, some specific software, or some other necessary resource. Be sure to help Katie figure out what is needed and then advocate for those resources. It’s unfair (and quite frankly, bad leadership) to give someone a job and then not give them support to successfully complete it.
Plan for delegation. Spend time prior to the “handoff” making sure the person is ready and supported for the work. Establish a plan for ongoing communication and support.
Establish a feedback loop. Delegation is an opportunity to strengthen communication. Provide opportunities for direct, one-on-one communication (face-to-face or in writing), or provide opportunities for regular updates and troubleshooting during team meetings. Strengthening communication also strengthens relationships and the effectiveness of the entire team.
Trust and let go! While there is a need to provide support and oversight, do not micromanage. Read that again. DO NOT MICROMANAGE. Micromanaging and delegating cannot coexist! Instead, empower and support your team members. When you successfully navigate a delegation effort, the next one will be less scary of you and your team.
Delegation is not a task to be checked off a list. Delegation is a strategy as well as a skill. It requires careful thought and considerable planning. Delegation can help you balance the urgent and the important. It can help you, and it can help your team...if you do it correctly.
Reach out and let ABL Wise Consulting help you become a manager who trusts, empowers, and develops their team through delegation.
pc: Van Tay Media via Unsplash
Source: Leadership and Management: Delegating for Success by Peter Ellis, p.70-71, in Vol. 11, No. 2 edition of Wounds UK, 2015.
