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Some leaders are simply too afraid of the consequences they would face if they delegated certain tasks and projects to a subordinate. Some leaders say, “Explaining the job and training somebody will take so much time that it’s faster and easier for me to do it myself.” The long-term results of that thinking would be a leader who doesn’t delegate because it’s too much trouble. Generally speaking, there are two reasons why people do not use the tools available to them: either they don’t want to do it or they do not know how. Assuming the latter, here’s an overview of how you can delegate even the most complex task:
1.Identify the skills needed for the job and find the person with those skills.
2.If a person possesses some of the skills and needs others, create and implement a skills building plan for that person but begin delegating the portions of the task that can be performed immediately.
3.Schedule time for training, if necessary. Poor training means poor follow-through so make sure to do it well the first time.
4.Give specific instructions about the task you want them to perform.
5.Be very specific about the desired results. What do the results look like? How would you know when the results have been reached? What don’t they look like? How would you know if the results have not been reached?
6.Give them a specific deadline for achieving the desired results and make sure to give them adequate time to do it.
7.Identify interim periods for monitoring and checking-in before the deadline. Once you establish checkpoints, note them on your calendar so that you will be alerted to follow-up, as needed. The more time between delegating the task and task completion, the more you want to schedule check-ins to make sure the task is on track.
8.Explain the consequences of missing the deadline and not getting the desired results. Describe what happens to the project, to them, to others, and to you.
9. Ask them to identify the steps they will take to succeed. This exercise will help both of you to clarify the instructions given, address misunderstandings, and fine-tune the plan of action required for the project.
10. Tie a reward to achieving the desired results, making sure the reward fits the person. If you’re not sure, ask them what kind of meaningful reward appeals to them.
11. Consistently provide follow-up, feedback, and encouragement. When subordinates feel trusted to do a good job, they typically rise to the occasion.
Delegation is a two-way process; when it works well, both parties derive satisfaction. The leader trusts others to help her manage a demanding workload and the subordinate is empowered by that trust, developing confidence in his competence.
Experts say that it takes one hundred repetitions to anchor a new habit. Therefore, the more you practice effectively delegating tasks or receiving delegated tasks, even very simple ones, the better you will get at it. Start now.
