Delegation can be considered to be the handing over of responsibility for tasks to individuals, along with the corresponding level of authority. This is done with the expectation that the individual can deliver the outcome required, to the desired level.
If done well, delegation can enhance the capabilities and confidence of your team members with the consequence of organisational improvements.
Delegation can be difficult for some managers and leaders for reasons that may include:
It is worthwhile remembering at this stage that delegation can be a key to your time management, and that you remain accountable for the success or otherwise of the delegated task – even when you have delegated responsibility.
Levels of delegation
Considerations for your choice of task, the member of your team and the guidance/support you provide, should be made based around levels of delegation possible. As a guide, and based on suggestions by Peter Economy1, these levels can be described as:
1. Assess and report: this is the most basic level where you can delegate responsibility to an individual to assess a problem/opportunity and report back to you.
2. Recommend: this is the next level and includes level one actions, but with the addition of coming to you with recommendations.
3. Develop an action plan: this level incorporates the previous level but with the addition of delegating responsibility for the individual to produce an action plan.
4. Delegated decision making: again, incorporating all of the above and providing support as necessary for the individual to make some decisions.
5. Full delegation: with evidence of the individual being confident and competent in the levels one to four, it is possible to delegate a full project or activity to them knowing that it will be delivered in a timely fashion and to the required standards.
Process for successful delegation
Here we take some guidance from Peter Heller2:
a. Have clear objectives, timescales and an understanding of what you can delegate.
b. Select the most appropriate individuals based on knowledge, experience and track record. Make sure that you brief them well and encourage them to ask questions leading to clarification of queries. Make sure they understand the brief and know where and how to get support.
c. Make sure that the individual/team have the resources needed and the authority to ask for more support or resources if needed. Agree timelines and checkpoints, making sure that they are adhered to. Most importantly, ensure that individuals/the team have the training and development necessary to be successful.
d. Ensure that the individual/team understands their level of autonomy and authority. Check in at the agreed times and listen well to what they tell you, as well as asking questions about what they don’t tell you. Be prepared to get involved at their request, but don’t undermine them. Ensure that everyone knows why you are being involved and the scope of your involvement. Resist the temptation to micro-manage.
e. Review at the end of the project looking at both successes and areas for improvement next time. Give yourself and the individual/team time to reflect. Build on the areas for success and look at solutions to issues that may have arisen.
f. As leader, you must take accountability for any failure. Recognise your team members and celebrate success.
Remember, delegating effectively and fairly will help you to manage your time, will develop your teams’ skills and knowledge, and will build trust between you and your teams.
References
1. Economy P. Five levels of remarkably effective delegation. Inc. 2014.
2. Heller R (1998). How to Delegate. DK Publishing.
Useful reading
Fouts M. Guidelines on how to delegate effectively. Forbes.com. 2017.