Challenge yourself to specifically identify what you do that absolutely, positively, under any circumstance, cannot be delegated to anyone else like:
- What are the activities that you perform that are prohibited from being delegated based on the policies in place at your organization? (There is a rule that says you, and only you, must do this?)
- What are the activities that can only be completed by you? Nobody else in your organization has the skills or the potential to complete them. You are the expert and you are the only person who can complete those activities.
Here are some tips for successful delegation that can help your direct reports succeed when they are most empowered:
- Whenever possible, when delegating work, give the person a whole task to do. (If you cannot give the employee a whole task, make sure he or she understands the overall purpose of the project or task. If possible, connect them to the group that is managing or planning the work. Staff members contribute most effectively when they are aware of the big picture.)
- Make sure the person understands exactly what you want them to do. Ask questions, watch the work performed or have the employee give you feedback to make sure your instructions were understood.
- If you have a picture of what a successful outcome or output will look like, share your picture with the staff person. You do not want to mislead that person into believing that any outcome will do, unless you really feel that way.
- Identify the key points of the project or dates when you want feedback about progress. This is the critical path that provides you with the feedback you need without causing you to micromanage your direct report or team. You need assurance that the delegated task or project is on track. You also need the opportunity to influence the project's direction and the team or individual's decisions.
- Identify the measurements or the outcome you will use to determine that the project was successfully completed. (This will make performance development planning more measurable and less subjective, too.)
- Determine, in advance, how you will thank and reward your staff for their successful completion of the task or project you delegated.
Successful delegation takes time and energy, but it is worth it to help employees succeed, develop and meet expectations. We build the employee’s self-confidence and people who feel successful usually are successful.
Delegation vs. dumping comes up frequently when coaching managers and also when coaching their direct reports. It is important to challenge managers with questions like:
- What is the role you play in the manager – employee relationship?
- What is in this for you if you keep dumping tasks on other people?
- What is in this for you if you start delegating instead?
- What support do you need from your coach to help you along the way?
These questions might be useful throughout the coaching interaction.
Managers need to listen to their direct reports. Listen to what they say and ask questions. Be present. Good managers make mistakes but also learn from them.
Start with the result needed.