Delegation is often very difficult for new supervisors. Many supervisors want to remain comfortable, making the same decisions they have always made. They believe they can do a better job themselves. They don’t want to risk losing any of their power and stature. Often, they don’t want to risk giving authority to subordinates in case they fail and impair the organization. Finally, delegating takes time and effort to prepare the information and communicate desired results. It may seem easier to do it yourself, rather than take the time to show someone else how.
Delegating the tasks you have mastered will free you up for more challenging work that develops you; and will build your employees’ skills and abilities. You want to foster employee involvement and employee empowerment to enable your team members to deliver their best effort at work. These tips for successful delegation will help you help your employees succeed when they are most empowered.
Employee - select an appropriate employee, one with the right level of experience and time. If you select an employee who will need training, be sure to account for this in your presentation of the project or task.
Big Picture - whenever possible, give the person a whole task to do. (If you can’t give the employee a whole task, make sure they understand 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.)
Establish Expectations - make sure the employee understands exactly what you want them to do and when you want it completed. Ask questions, watch the work performed, provide examples, or have the employee give you feedback to make sure your instructions were understood. Include in your expectations a list of outcomes or ways the task must be completed grouped by importance: “must haves,” “nice-to-haves,” and “non-directed.”
Authority - give authority to match the level of responsibility. Be sure to let the employee know when they can make decisions and when they need to consult you. Below is a list of delegation levels with examples of when to use each one:
· Tell – the delegate has low ability; the project must be done a particular way; surprises are not acceptable
· Sell – the delegate has moderate ability; the project must be done a specific way
· Test – you have ideas but are open to other ideas and insights
· Consult – the delegate has moderately high ability; others might have innovative ideas or know more than you do
· Delegate – the delegate has high ability; you can define the vision and don’t need to know the how
Checkpoints – 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.
Closure – after the task or project is completed, meet with the employee to review how the delegation went.
· Did you select the right employee?
· Did the employee have enough authority to keep the project moving?
· Were the timelines realistic?
· Did the employee have access to tools and training necessary to complete the project?
· Were the instructions clear and concise?
When you receive the delegated work back, give yourself enough time to review it thoroughly. If you accept unsatisfactory work, the employee does not learn how to do the job properly. Go over your review with the employee step-by-step, so that they can learn your review process and understand more about the desired results. Of course, if their work is good, make sure to reward the results using your highly-honed feedback skills.
