Delegation

Delegation occurs when someone assigns authority and responsibility to another person to complete certain projects or duties. However, the person who delegated the activity is still ultimately accountable for the result of the assigned task. Delegation, which typically occurs between a manager and a subordinate, grants the subordinate authority to make decisions on behalf of a superior. The opposite of effective delegation is micromanagement, when a manager is controlling and provides excessive input and review of the assigned activity. Experts in management theory often argue that delegation saves time and money, serves as an effective motivational tool that allows for the building of various skills for both parties involved, and increases employees’ confidence through an inherent act of trust. On the other hand, poor delegation can erode morale, cause frustration, and confuse those involved with the project.

Background

A leader is someone who guides and inspires others. A distinguishing trait of successful organizations is the presence of dynamic and effective leaders, especially in management positions. While management involves the supervision of the tasks normally assigned to employees as part of their job descriptions, the position also inherently allows a superior to serve as a kind of mentor to their subordinates. Delegation can therefore be a critical management skill; it enables such a leader to teach people how to think critically by giving them additional responsibility and authority. Furthermore, assigning the full responsibility of a project to an employee can free up a manager’s time to prioritize running overall operations smoothly and developing the team. It is important for managers to know their management style and how it affects others as it will influence the way they are able to delegate; they must also recognize that communication is the key to successful leadership and delegation alike.

Despite the potential benefits of delegating, however, several managers do not entrust employees with their work. The most cited reason for managers not delegating is a lack of time—they believe they are too busy and that it is more efficient to do the work themselves. There may be additional concerns, such as having had bad experiences delegating in the past, a fear of being outdone by their employees, concern that the work will not be completed as well or as thoroughly, or a lack of training regarding how to go about setting up the process of delegation to ensure the work is done according to standards.

Experts say, however, that managers should adjust these attitudes and mindsets to identify areas and tasks to delegate. The first step is to be able to recognize indicators of insufficient delegation. If a manager is consistently working overtime and taking on most tasks while the rest of the staff maintains a regular schedule, this reality suggests that delegation is a viable option. Good leadership entails trusting and supporting one’s staff, and delegation makes this possible. There are also many negatives associated with neglecting to delegate, including burnouts that result in lower quality work; possibly holding back a team member’s career by not providing enough opportunities for growth and challenging assignments; and reducing motivation by being controlling, implying that employees are not trustworthy.

Overview

To address the fears and concerns that often prevent managers from delegating, it is best to analyze them. It is important for managers to be aware of their own biases and misconceptions and to understand why they may need to delegate. Giving up control and the association as the expert on a project can sometimes require great effort.

Once the manager has addressed their fears and biases, they can appropriately adjust their behavior. Experts suggest keeping a journal or log of one’s day, paying extra attention to how one spends one’s time. After a short time, patterns will emerge and the manager can see what activities can actually be performed by someone else; these are tasks that do not specifically require the manager’s skillset or input to be completed. The next step is deciding which employee to assign the work to; while in some cases, where a deadline is tight or a project is especially niche and requires certain skills, a specific staff member may need to be entrusted, it is generally recommended that managers spread the work out and give all employees the opportunity to rise to the challenge and develop new skills.

To ensure that a delegated task is completed properly, a manager also needs to clearly communicate and outline the requirements as well as deadlines of the project without going into too much detail so as to leave room for the employee to determine how best to reach those goals. A manager should simply observe and provide support only if necessary, as people need the opportunity to learn—they need permission to make mistakes and figure out how to correct them. Therefore, if an employee does come to the manager with an issue, the manager also has to resist the temptation to automatically give instructions on how to solve the problem, instead insisting that the employee figure out their own solution. In some cases, depending upon the employee, a manager may need to set up periodic check-ins to keep the project on track; however, a balance still needs to be maintained in which the manager does not take away the employee’s stipulated authority on the project.

Managers should be mindful of the importance of evaluating performance while observing from an acceptable distance, and offer constructive feedback at the end of the project. Just as the employee will hopefully experience growth from this process and feel a greater sense of ownership and respect, the manager should also gain insight into not only their employees’ individual capabilities, but their own capacity to delegate effectively after analyzing what worked well and what could be improved upon in the future.

Bibliography

Burke, Rory, and Steve Barron. Project Management Leadership: Building Creative Teams. 2nd ed. Hoboken: Wiley, 2014. Print.

Ellis, Peter. "Leadership and Management: Delegating for Success." Wounds UK 11.2 (2015): 70–71. Print.

Gallo, Amy. "Why Aren’t You Delegating?" Harvard Business Review. Harvard Business, 26 July 2012. Web. 25 Aug. 2016.

Lloyd, Sam. "Managers Must Delegate Effectively to Develop Employees." Society for Human Resource Management. SHRM, 29 Feb. 2012. Web. 25 Aug. 2016.

Magee, Jeffrey L. The Managerial Leadership Bible: Learning the Strategic, Organizational, and Tactical Skills Everyone Needs Today. Upper Saddle River: Pearson, 2015. Print.

Satterthwaite, Frank, and Jamie Millard. "The Delegation Conundrum." TD: Talent Development 70.6 (2016): 30–35. Print.

Turregano, Clemson. Delegating Effectively: A Leader’s Guide to Getting Things Done. Greensboro: Center for Creative Leadership, 2013. Print.

Zwilling, Martin. "How to Delegate More Effectively in Your Business." Forbes. Forbes Media, 2 Oct. 2013. Web. 25 Aug. 2016.