Delegation is one of the most powerful management tools any manager has at their disposal. Wielded intelligently, it can help an organization meet tight deadlines and budgets with minimal effort and no additional cost. Implemented incorrectly, it can result in mismanagement disasters that undermine leadership, delay projects, and doom careers.
If you are in a position of power and privilege to be able to delegate, your decisions must abide by these rules.
Choose What to Delegate
A leader’s objective is to oversee a project so that it is completed correctly, on time, and on budget. Each project can be subdivided into smaller areas of responsibility, but they do not all require direct oversight.
Good leadership involves identifying the best-qualified people in your team to oversee those areas because they are better at it than you.
Select the Right Candidate
I come across too many instances of delegation that involve little more than throwing someone into the deep end because of an HR requirement and expecting them to cope. That is the perfect way to set two people up for failure – the person who was chosen and the one who chose.
Make every delegation decision based on a proven track record of competency and completion.
Set Clear Time-Based Objectives
Before you allocate a project to someone, have a sit-down to give them an overview of their role in the bigger picture, the specific deliverables that you seek, and all deadlines that apply. Give them an opportunity to request changes to the exact job description based on their own interpretation of the requirements.
Emphasize how their input contributes to the ultimate timely delivery of the entire project.
Equip for Success
No one individual can carry a project on their own. They need the assistance and collaboration of talented team members, the right equipment, and the correct programs, all supported by an adequate budget.
Give your chosen candidate the resources to succeed.
Don’t Micro-Manage
The whole point of delegation is to take a step back and allow someone else to take control. Always stay in the loop so you can anticipate or point out hurdles as they emerge. However,
there is a delicate balance between oversight and hovering, and the exact limit differs by the individuals involved.
Set out concrete restrictions, if any, when you first delegate the project. Allow the person to find their own feet to accomplish what they have set out to achieve.
Acknowledge Good Work
Despite all your support, resources, and assistance, not every delegated job will be executed perfectly. Course-correct quickly when things are not ideal and follow up with public praise and acknowledgement when a job is done well.
This acknowledgement can be conveyed in person at meetings or through company emails and newsletters. Keep good performers in mind for promotions, advanced training, and further relevant education.
Reach out today to learn how I can assist you in the implementation of successful delegation.
