Delegation 101

 

The most basic step of managing efficiently is to determine which of your critical tasks can be delegated to others. The point here is to make a way for those things to get done, while at the same time freeing you up to give the most time and energy to the most important, high value activities. Many managers have a hard time delegating, because they are afraid the quality of the work won’t be up to their high standards and the results will end up reflecting on their leadership. However, if you are as good at that task as you think you are, you have every reason to expect that the person you train will adopt your standards, too. What’s more, that person may even discover ways to do the job better!

Once you are over "delegation anxiety," they next challenge is develop a strategy for delegating various tasks. Delegating involves assigning both responsibility and AUTHORITY to do a project to someone else. Delegating authority is often a complex issue, and it can be meted out in varying degrees. There are six major levels of authority delegation:

LEVEL 1: Research and report the facts to me, and I will make the decision(s).

LEVEL 2: Research, report facts, and make decision recommendation(s) to me. Do not take action until directed.

LEVEL 3: Research and report to me what actions you intend to take, but do not take action until I give the go-ahead decision.

LEVEL 4: Research and let me know what you’re going to do. Take action unless I say "no."

LEVEL 5: Research and take action. Report to me what you did and the results.

LEVEL 6: Take action. It’s all yours. No further contact with me is required.

Be aware that there is more to delegation than merely assigning tasks. Are you even aware of the difference between task assignment and delegation? Assigning a task is to simply ask an employee to do a specific job usually with detailed instructions. Delegation is providing employees with a job to do within basic parameters and giving them the authority to make their own decisions on what steps to take to achieve the objective.

There are several necessary steps to consider when delegating a job. They are: Define, Identify, Instruct and Inspect. These steps work together to provide a positive atmosphere of delegation that will prove effective for the person delegating as well as the person to whom the task is delegated.

The first step in effective delegating is to define the job to be delegated. This is not simply specifying a task, but quantifying and qualifying the nature of the job before giving it to someone else to manage. Make sure to include all necessary information and tools to be passed along to the selected employee.

The second step is to identify the proper individual for delegation of a particular project. This should not always be the same person. The following are some questions to consider when determining to whom you will delegate:

• Who would be interested in this project?
• Who would not be suited for this?
• Who has experience in this?
• Who needs/wants experience in this?
• Who might receive the most benefit from performing this?
• Who has not had a chance at projects like this?

The next step in delegation is to present the opportunity to the employee and provide adequate instructions for them to succeed. Provide the employee with as much detail as possible; include other points of contact and where to find further information. Make it clear that you are available for questions and guidance if necessary. Ask the employee for his/her feedback on what you presented encourage him/her to ask questions at this point. Before leaving the employee to go about the job, make sure there is complete understanding and continuity of goals.

The last step in the process is Inspection. Ultimately you as the supervisor are responsible for the quality and accuracy of work your subordinates do. It is wise in this situation to follow the old saying, "people respect what you inspect, so inspect what you expect." Regular follow-up will also help to ensure all information has been communicated properly and that the employee is on target. Utilizing some form of delegation planner may be helpful, so that all aspects of the task can be defined and set down in one place for both you and the employee to see and discuss.

Okay, so delegating can involve some extra work, but it will end up saving you a lot of work in the long run. It will also motivate and encourage your employees to grow toward the excellence you both want them to achieve.  

 

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September Management Quick Tip of the Month – Instant Feed Back

On the job, people tend to live by the "no news is good news" principle, i.e., if I didn’t hear anything from my manager today, that must mean I am doing okay. On the other hand, a visit to (or from) the manager usually means I screwed up. Too often, whether it is good news or bad news, managers tend to put off giving feed back to team members until it is time for a performance review, leaving the employee in the dark regarding where they stand for several months at a time. Get into the habit of expressing appreciation immediately for a job well done. Just as important, try to immediately address situations that need correction. The sooner you respond, the less room there is for the situation to get worse, or for you as a manager to get angrier. Either way, your employees will recognize that you notice their performance and they can expect you to be straight and honest with them at all times.