The Art of Delegation

Managers are expected to achieve results to others. Some definitions
of management actually define this art as achieving objectives through
others. The question is how can we effectively do this without being
seen as “bossing people around” – which is the way that most employees
view management.

Another challenge is that a team should achieve more than the sum of
its individual members and the collective more than the sum of
individual departments. It is only when we add value to shareholders and
clients that the whole purpose of being an organization is
fulfilled.

The key to good management is effective delegation. It is tempting to
think that managers delegate to make their own lives easier – but it is
an essential task in the effective linking of organizational objectives
to execution. The task of a manager is to manage the operation to ensure
that the objective of the organization is achieved.

So how do you do effective delegation?

Start with the objectives

It starts with the objectives of the business that you are
responsible for. Each of these need a plan or strategy that translates
into specific areas or tasks that represent work packages. In this you
need to consider what is your task and what are some of the tasks that
you can get others to do.

In the end you need to be able to compile a list of things that could
and should be delegated. This must not just be because it is tedious or
unpopular work – but must be truly looking at the contribution that you
make and to clearly link it to the goals that need to be achieved.

Define the task

Delegation most often failed when the expectations of the manager and
the individual accepting the task is misaligned. This starts with the
manager clearly outlining the task to be achieved and thinking through
some basic questions:

• What are the expected results?

• Is there a predefined process or procedure that must be used in
  the production of the result?

• What is the method that will achieve this result?

• Are there sub-tasks? Are these simple or complex and do they need
  to be specified as well?

• What are the required limits of authority

• Is there realistic timelines and are there other dependencies on
  this task?

• What other resources may be required to achieve the
  goal?

• What training and development may be necessary to support
  this?

In order to set clear and matching expectations with the person
expected to achieve the task – it is always important to first
understand it for yourself.

Get the right person to do the job

A great manager understands the abilities of staff and assigns the
right person to execute the task. The correct person should have the
right ability, knowledge, skills, enthusiasm, talent and time needed to
get the job done. If they do not have it – they should be able to
develop that within the timeframe of the task. On considering various
people to get the task done – it may be clear that there is not one
single person that has all the requirements – which may necessitate
splitting the task or rethinking the approach. If it is important enough
and there is enough time, it may even necessitate recruiting the right
person.

Some of the key factors that go into selecting a capable individual
include

• Skills

• Level of challenge for the individual

• Learning that this will create

• Experience required

• Personal qualities required

• Trust requirements

• Existing workload

• Team dynamics

• Ability to grow impact of an individual

The task briefing

As a manager it is one of your most important tasks to ensure that
when you outline initiatives and give instructions that you give very
clear communication on the task at hand and the results that are
expected. A lot of managers do not communicate what is expected clearly
and then gets angry or surprised when the results are difference from
what was happening in their head. Management does not happen in your
head – it happens with your people.

When you communicate a task ideally this should include a clear
definition of:

• The scope of the task

• The specific results to be achieved

• The time schedule and deadlines

• The available resources

• Any technical requirements including existing work
  processes

• Any external information that would change the task

• Authority needed to carry out the task

• How performance will be measured

• Sensitive or risky aspects of the task

• Reporting requirements

• Your confidence in the person

Authority

Where do you want the person to start and to finish? When you are
giving then the task to investigate a solution and bring it to you, or
the task to take the solution and execute it. This makes a big
difference in the authority required. This comes in communicating the
task but also in the rights and approvals that are allocated to the
individual.

The real art of leadership comes in setting these parameters and
establishing the controls to ensure that this authority and power is
properly used. Relevant staff and managers needs to be aware of the
expectations and the “task briefing” may have to be extended to a wider
audience for it to be effective.

Open communication lines

Great wars have been lost due to disruption of communication lines.
This is no different for goals. Delegation is not abdication. You need
to follow-up and make sure that you keep track of where tasks are, what
is happening and what the next steps are. At the very least you need to
be informed of when things are not going well. Often you find that if
you do not drive the update cycle – that you end up being outside of the
loop.

Keep referring back to the goals that you set out and track progress
and ensure that you remove stumbling blocks and get these achieved.

Do not be afraid of conflict and course corrections. It is better to
get things on track earlier than trying to fix them later.

Reward progress and performance

When there is progress achieved – encourage it gently. When there is
performance reward it privately and publicly.

Build team track record.

Do not always delegate the same task to the same person. Delegation
is a powerful tool to build team capacities and through artful
delegation, in time you can build resources that have the confidence,
experience and skills to benefit the overall organisation. Skilful
delegation and good training forms the basis for growing and nurturing
future leadership.

Conclusion

When a unit is not more than the sum of its parts – it is quite
predictable that the manager is not delegating effectively. When a unit
seems that they are achieving more than possible with their resources –
it points to a leader that effectively delegates.

Effectively delegating is often what separates good managers from
poor managers.

Delegation is an art that requires a systematic approach and a lot of
follow through. Persistence, patience and constant course corrections
are all part of what makes delegation a powerful tool for the effective
manager. The objective of delegation is to build capacity and to enable
others to achieve their full potential in the context of organizational
goals.

This synergy effect allows organizations to add value to shareholders
and clients, and is enabled by delegation.