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6 steps to delegation success

Well-executed delegation helps build the foundation for a better business

As managers, we’ve been told that we need to delegate if we are going to be more successful. Let’s face it, if delegating were easy or natural, we would all do it. Unfortunately, many of us have had bad experiences that forced us to redo the delegated task ourselves.

Delegation has many benefits. It builds morale, develops new skills in employees, reduces our work load, and increases our overall productivity. Considering this, why don’t we delegate more?

We typically explain our reluctance in several ways. First, we are afraid to let go of a task or activity either because we feel it won’t be done well or, in some cases, fear that the person we delegate to might actually do a better job. Second, we are all so busy and feel that we don’t have the time to train or show our employee how to do the task or project; it’s just easier to do it ourselves. Third, we simply had a bad experience delegating and feel it is easier and perhaps safer to perform the task ourselves.

Whatever the reason, mastering the skill of delegating is essential if we are to grow as a manager and help our employees develop their skills. Based upon my experience coaching business leaders, I have developed six steps to help managers master the skills of delegating effectively.

1.Determine if tasks can be delegated. Not all can be. For example, only presidents or CEOs can make big strategic changes, like changing the direction of the business. They may take input from the leadership team, but they cannot delegate those decisions.

And, of course, only a manager should discipline or terminate a subordinate employee. The manager may have help from human resources, but the manager must be the one who delivers the message.

2. Describe the task or activity with precision. If the task or activity can be delegated, then describe what it is in detail. Be prepared to answer questions such as Why is the task being delegated? To help an employee learn a new skill? Streamline operations? Free up more of your day for other tasks? All of the above?

Also, what is the quality and quantity of the work required for the delegation to be successful? When must it be complete? How is it to be reported? Are there any other issues or details that would help the employee complete the task?

3. Delegate the authority, and define the limits to that authority. Nothing contributes more to failed delegations than an employee having insufficient authority. Authority should have limits, of course, and the employee must know when to come to you for additional authority. But if you require an employee to seek your permission or approval every step of the way, you’re not really delegating the task at all.

4. Communicate the delegation to all involved parties. Let other employees, team members, or third parties know that a task or activity has been delegated and authority given. Also communicate the roles everyone must play to accomplish the delegated task.

5. Define milestones and schedule check-in dates. Establish clear milestone dates for completion as well as specific check-in dates to keep you informed on the progress. Skipping or miscalculating this step is a common contributor to many failed delegations. The frequency of the check-ins should be determined by the skill or experience of the employee performing the delegated task, the importance or complexity of that task, and how confident you feel the employee is ready to assume responsibility.

6. Define the budget. This goes hand-in-hand with authority. Clearly describe the budget or spending authority, if any, for the task or activity. Point out any spending constraints and how frequently the employee must report on spending levels and budget variances. Many delegation situations do not have budget considerations, but when they do, the budget must be very clear.

Scenario 1: Clarity Is Critical

Joe is the general manager of Acme Fabricating. He is leaving for a weeklong vacation and tells Pete, a new manager with a lot of experience at other fabricators, that he is in charge in his absence. Joe tells Pete, “You’ve been doing this work almost as long as I have, so just do what I would do, and let me know about any problems you have.”

When Joe returns, he finds out that Pete changed the production schedule for one of Acme’s longest-standing customers, Pinnacle, to handle a custom project for a new customer. The new customer was unhappy with the work, because it cost more than the quoted price and was not completed to specifications. Pinnacle was very angry, experienced project delays, and demanded significant price concessions to make up for lost revenue.

How could this have been prevented? If Joe had followed the six steps of delegation, he would have done the following:

1. Can the activities be delegated? In this case, some were and some were not. Electing to bump Pinnacle and take on a custom project for a new customer should have been Joe’s decision.

2. Describe what you’re delegating clearly.
Before he left, Joe told Pete, “You’ve been doing this work almost as long as I have, so just do what I would do and let me know about any problems you have.” That did not give Pete sufficient information to make informed decisions.

Instead, Joe should have said something like, “Pete, you have a lot of experience, but you are relatively new to Acme, so please follow our production schedules, ensure that the orders are processed as scheduled, and if there are any changes you feel we should make, please call me so we can discuss.” Pete then would have known that his responsibility is first and foremost to follow the production schedules.

3. Delegate the authority necessary and define limits on that authority. Say Joe had said to Pete, “You are new with Acme, and this is the first time I am trusting you to run the shop, so if you see any deviations or changes that could affect our established production schedules, call me first so we can discuss.” This would have prevented Pete from taking on more than he should have.

4. Communicate. If Joe had called the leadership team together before leaving, he might have said, “I am going on a one-week vacation; while I am gone, Pete will be in charge. His responsibility will be to make sure our production schedules are met. If anything major comes up, work as a team and call me with your recommendations.”

This simple action would have clarified who held what responsibility. Had team members discussed bumping Pinnacle’s production schedule, they might not have accepted the new customer’s work. At the very least, they might have communicated their recommendations to Joe, who then would have made this important decision.

5. Set milestones and check-in dates. Let’s say Joe had said the following before he left: “Pete, while you have a lot of experience, you are new to Acme, so let’s talk every other day at 8 a.m. to review scheduled work and discuss anything that might affect it.”

He might also have said, “Before you consider any new work, please call me so we can discuss its effects on production schedules and on our capability to take on new work.” These actions would have prevented Pete from taking on new work without knowing the effect on the business.

6. Communicate the budget. If Joe had talked to Pete about specific spending limits and revenue goals before he left, he would have helped Pete keep the delegation on track. Consider if Joe had said to Pete, “Our revenue is significantly dependent on Pinnacle’s orders being completed on time. New business has to be assessed on how it may affect Pinnacle. So anything that might affect revenue or increase expenses, please call me first so we can discuss.”

Scenario 2: Helicopter Manager

George is the general manager of a custom job shop. He prides himself on knowing every detail and making sure everything that is supposed to happen does happen. He checks in with top managers at least twice, often three times per day. He reviews all details no matter how small and makes all the decisions.

George’s oldest daughter will be getting married in two weeks, so George will be away from work for a full 10 days—more time than he has ever taken off work. George agreed to take the time off, but didn’t understand why his daughter needed to have a destination wedding in Italy.

In advance of his departure date, George said he would put Bill, the shop foreman, in charge. Bill has been with the company more than 10 years and has worked well with George. Before the trip, George told Bill exactly what he should do, whom he should meet with, and what he should ask. George also made all the decisions. George wanted to “show” Bill how he did things.

The day came, and George left for Italy. He called Bill on his way to the airport and checked to see if he had met with the people as he instructed. He had Bill tell him what each person had said, and before he let Bill tell him what he was going to do, George told Bill what to do. Of course, Bill was frustrated, but he listened to George. Silently, he thought he couldn’t wait until George was on the plane.

For the next 10 hours Bill did as he was instructed. He generally followed George’s advice. But he also knew how frustrated many of George’s employees were, so he didn’t follow up with them two or three times that day.

The next morning at 4 a.m. George called Bill at home. He said he knew it was early in Springfield, but he couldn’t wait to hear how things were going. As Bill tried to tell him what he was doing, George interrupted and began to challenge Bill for not following his instructions exactly. Bill explained that everyone knew their job and that everything was being done as it should be.

To George, that wasn’t acceptable, and he told Bill to do exactly what he instructed him to do. Bill tried to explain that production was on schedule, all deliveries were sent, as were all the invoices. George wasn’t listening; he was genuinely upset with Bill for not following his exact instructions.

Bill grew angry and frustrated. He felt that, after all these years, George still didn’t trust him to make even basic decisions. Bill knew what was important, and all the key deliverables were being done on time and on budget; nevertheless, George was angry things weren’t being done his way.

George called five times a day for the next four days. By the end of the week George was shouting. Bill then told George he never wanted to be in charge again and hung up the phone. He stopped taking George’s calls.

When George returned, Bill didn’t talk to George for a week. A week after that, Bill gave his notice and resigned. George asked, “Why?” Bill said, “You treated me like a child. You micromanaged me with every detail regardless of how small or unimportant. I have been a manager here for 10 years, and I can see why people are afraid to make any decision.”

In this case, we need not review the six steps of delegation as this was not a delegation. Rather, it showed a remote micromanager at work, failing to trust and let strong and capable people make decisions to get the job done.

Many of us can relate to George. We feel we need to micromanage every situation. But when we do, we send a not-so-subtle message: You can’t be trusted to make even the most minor decisions.

High-performing employees need to be challenged, trained, and given the opportunity to grow—or they will leave. Employees who stay in a micromanaged environment typically are less engaged and put forth minimal effort. One other thing: Micromanaged employees can become “maliciously compliant,” doing what they are told even if it produces a poor outcome. “I did what you told me to do” becomes their excuse for failed work.

Delegate the Right Way

Ironically, failing to delegate properly, as described in the first scenario, often leads us to the second scenario, where we fail to delegate at all. Regardless, we really can’t run our businesses on our own, especially if the business grows to a certain size. In this sense, well-executed delegation is a central part of running and growing a business. It also helps us live a balanced, happy life.

So consider an upcoming task or activity and write out your six-step delegation plan. Such planning will give you the confidence to delegate and expect positive results to follow.

Finally, keep in mind that delegates may not do the task the same way you would. If they accomplish the task consistently, following company policies and practices, that is what matters. Performing a task differently doesn’t make it right or wrong; it is just a different way to achieve a goal. New ideas should be encouraged as they bring innovation and creativity to the workplace.