Art of Delegating

One of the chief responsibilities and core skill of any leader is delegation. Simple, yes? Oh no. Many executives today don’t know where to begin. However if you can learn to use delegation correctly, it can reduce stress, empower your direct reports and develop your high potentials. Conversely, the lack of delegation skills can lead to the downfall of any leader, regardless of how powerful.

One of my clients was commenting in a recent executive coaching session that his Vice President, Bob, who has no idea how to delegate, is derailing in his position because of this key weakness. Bob is great in every other area other than delegation. As a result, Bob has not grown his direct reports. His current level of delegating usually involves phrases such as, “Sarah, put out this fire. I’ve got to run to this emergency meeting. Thanks!” Or the flipside, “It’s easier if I just do it myself. In the time it takes to explain everything, it would already have been done.”

As your responsibilities, department and organization grows, you must rely on others to produce and take initiative. You absolutely cannot do it all alone. No way, and why would you want to? We’d all like to believe we’re Superman (or Superwoman); unfortunately, that is not the case. In pretending to be Superman, we leave very skilled teammates in the dust. If you delegate properly, you free yourself to do higher level work (where your energy should be spent); you shift accountability where it should be, on all members of the team (including yourself); and you build a more resilient group who can respond quicker and faster. If you don’t help put others in the driver seat, they too will pick up poor delegation skills and the cycle will continue endlessly.

Consultant Karen Lawson states on the topic, “You’re not simply assigning work to employees that falls within their job duties and responsibilities. To delegate, you must give someone the responsibility and authority to do something that's normally part of your job.“ The key is handing someone a task, for which you are also responsible, that stretches his or her abilities.

Here’s how to do it:
1) Brainstorm
On a blank sheet of paper, draw one line down the page. On the left hand side title it “to do” and the right hand side title it “to delegate.” Make a list of all the tasks you have to get done this week. These must be assignments and tasks for which you have responsibility and ownership. Jot every single one of them no matter how mundane.

2)Review your task list and consider:
o What is administrative?
o What questions can someone else on my staff answer?
o What task can I give to someone else that would assist in their growth and development?
o What are typical tasks my team is asked to do when I’m out of the office?
o What tasks can I give to someone would require minimal explanation?

3)Put names of your staff members next to each task. When assigning, be mindful of individuals strengths, weaknesses and skills you want to specifically looking to build.

4)Prepare to communicate:
o Reason for delegating to this specific person
o Explain task to be delegated
o Ensure the person has the time and desire to take this on
o Expectations for the task and follow-up procedures
o Timeline/deadline for work to be completed

5)Follow-up:
o Schedule time to discuss their approach
o Be sure to be available for any and all questions
o You might consider assigning a different manager to oversee this task – it’s another way to expand an employee’s leadership abilities.

6)Coach and mentor – if the person is struggling in completing the task, use this opportunity as an ideal time to coach and mentor strengths and weaknesses

7)Reward and praise – as employees complete tasks, reward and praise them for a job well done.

Stretch yourself this month to delegate as much as possible. View delegation as a core skill to grow and develop your employees. And don’t forget yourself too!