leadingtoday.org
Leadership Tip of the Month
July 2005
Copyright 2005 ã weLEAD, Inc.
The Art of Delegation – Part 2
How a delegated task is carried out
is as important as what types of tasks should be delegated. Last month we
discussed what kinds of tasks are appropriate to delegate. This month we will
examine how to effectively delegate tasks to others! The more work
involved upfront to establish and
build a solid relationship between delegator and delegate,
the greater the opportunities for success.
Discuss mutual responsibilities
clearly. The lack
of performing this first step is where the seeds
of failure are planted in many delegated duties. It is essential that the delegator is specific in outlining the responsibilities expected
from the delegate. Begin by outlining the objectives and ultimate goal of these
new tasks. Provide your expectations including any deadlines, reports, and the
level of communication you desire.
Also
discuss what your level of commitment will be in the process! What kind
of resources will you provide to the delegate? Will you make sure that
necessary funds are made available? Provide an overview of the amount of
authority and discretion you are granting
to the delegate. What kinds of decisions can be made without your approval? Can
the delegate make any agreements or negotiate freely with other parties?
Explain how often you will make yourself available for questions and progress
reviews. The more detail and clarity that is provided at this
point, the higher the chance of achieving a beneficial relationship, and
avoiding confusion.
At the
conclusion of your discussion make sure you both mutually “buy-in” to the
commitments given by both delegator and delegate. If one or the other has doubts
about another’s role, this is the time to talk openly, candidly and promise
your acceptance of the new roles. Don’t end the meeting without both of you
expressing comfort and satisfaction with this new relationship and mutual
duties.
Get involved and build
a pathway for success. It is important to immediately inform other co-workers about the delegate and their new role. The
delegate will need the cooperation
and assistance of other people to be productive. The delegator
is the one who should inform others of this change in tasks and seek the
support of others for the delegate. Let others know the delegate has your
support and needed authority to perform their new tasks. Keep in mind that the
folks who need to know this may go beyond your own department or organization.
It may also include suppliers and customers!
Monitor how
well the delegate is doing in a moderate and balanced way. Early on, you will
want to provide some oversight, but without constant monitoring or
interference. Provide feedback when helpful and let the delegate know they are
free to ask you for advice at any time. If you see problems or confusion at
this point, it is better to respond as soon as possible before poor habits or a
misunderstanding becomes entrenched. If the delegate asks you to help them with
a problem, make yourself available as a mentor and coach. To develop their
problem solving skills, ask them to
suggest a solution to the problem.
It is
strongly recommended that you do not become guilty of “reverse
delegation”, reasserting control over a task you previously delegated! Doing this will undermine the authority and
confidence of the delegate. Provide emotional and skill support to a delegate
that appears to be frustrated or discouraged. Mistakes will certainly be made,
but rather than being harsh or critical, allow them to become learning experiences. Discuss why
the mistake was made and identify how similar mistakes can be avoided in the
future.
For
weLEAD, this is