The Effective Manager

by Mark Horstman

Learning to delegate is part of the transition to becoming an executive. Too many managers today think that because they are smarter and more effective at getting things done than their directs, they should try to get more done by doing it themselves.

If you're a manager, your key to long-term success is to master the art of delegation.

You're not delegating a task when it's not a task you would normally do, and you're simply assigning that task among members of your team. This is an example of task assignment.

Delegation, on the other hand, is you turning over responsibility for one of your regular responsibilities—something you routinely do—on a permanent or long standing basis, to one of your directs.

Don't ever delegate a new responsibility your boss has just given you to one of your directs. Learn it first, master it, before you consider delegating it.

Once you've decided to delegate to a direct, the actual delegation is relatively easy. The initial conversation will take very little time and can take place in a One On One or at another convenient time. Delegating has five steps. State your desire for help Tell them why you're asking them Ask for specific acceptance Describe the task or project in detail Address deadline, quality, and reporting standards

Look for four areas of your directs' abilities to determine what to delegate to whom: what they're good at, what they like to do, what they need to do, or what they want to do.

As a general rule, disregard what you are good at, or what you like to do. This isn't about you. In delegating your lesser responsibilities, you ought not to be thinking about yourself. They're not valuable to you, but they could be very valuable to your directs. Don't think about you, and about what you want to get rid of. Think about them, and what they could benefit from.

What they're good at: If your direct is good at something, even if you are too, delegate to their strengths. Don't not delegate something because you're good at it. Trust them with it. Because you're good, you'll be a good resource for them. What they like to do: If they have an affinity for an area, whether they're good at it or not, consider delegating in that area to them. Don't hold on to something you like because you like it. If they like it, let it go. Even better if you can delegate something you don't like to someone who does like it. When you love doing something, it tells you all its secrets.

What they need to do. If you have a direct who needs to improve in a skill area (often for consideration for promotions or career choices), delegate in this skill area to help them get there. The adult learning model says the best way to learn is to do.

What they want to do. If a direct has a desire in a certain area, delegate to them in that area. Even if you have a similar desire, for your smaller responsibilities, you're unlikely to be getting a lot out of it. Help them...

One reason we do this is that a direct who has already agreed (81 percent of them) is much more likely to listen to the details with an attitude of ownership and trying to solve the problem. If we wait to ask until they've heard all the details, they will often listen to all the details in a defensive way, worrying about workload and priorities.

The risk of being told no, however, is worth it, and here's why. When you use your role power to get something done, you get what is known as “compliance energy” from your directs. They know they “have to.” They'll do it, but they may not be excited about it. Just think about your friends who have worked for a top-down, dictatorial, no-relationships boss. It sapped their energy and effectiveness, didn't it?

When you use the persuasion built on trust from your relationship power to get something done, you get what is known as “commitment energy.” The direct knows they can say no, and they choose to say yes. That ability to choose frees up that last full measure of work devotion that we want from them.

There is one problem with delegating earlier in the rollout process than at the end of the process. If you delegate before you've rolled out feedback and coaching, you won't have those tools at your disposal if you need them in order to help the direct to whom you've delegated responsibilities.