Work delegation is an art that can be a win-win for both a leader and subordinates. Still rarely you find leads and managers do it right way. There are two extremes we often see in the workplace. A control freak, who is obsessed to do everything by himself, It might be a reflection of either a job insecurity or a false obsession with perfection or doing everything his or her own way. Both these approaches are killers (literally) and does not produce effective or efficient outcome.
What to Delegate:
Delegation is a fine line where one has to decide what need to be delegated and what needs to be kept. There is a clear choice between mundane or routine tasks which are not important but have to be done. These types of tasks are easier to delegate as they can be done by a junior staff with acceptable or desired level of quality. At times this may involve some on the job training. These tasks are best targets for delegation and require little or no supervision over a period of time and can be real stress reviler.
Contrary to this, there are some highly technical or complex tasks which require higher level of expertise or domain experience. For example, presentation of project report to steering committee or Proposal for an upcoming project. Delegation of these type of tasks are not easier and can’t be delegated to someone who is either not qualified so lacking the ‘expertise’ or someone does not simply have the skills or interest to perform this on your behalf. To be able to delegate this type of tasks, one has to groom someone overtime and spend quality time coaching on. Most leaders do not think delegating these tasks because these tasks are also something that reflects their key skills or so to speak USP and delegating these tasks may actually make manager’s position replaceable!
How To Delegate:
There are simple steps to ensure the delegated task get done to desired level of success and you don’t end up spending more time supervising.
• Select the task and Find a resource with suitable skills
• Provide sufficient work instructions & measurable goals
• Focus on task “Objective” of the task not procedures
• Supervise, Review periodically & give objective Feedback
• Step in to help if needed, else do not interfere.
Expect teething problems
If even after your clear instructions and support you see that the task is back on your table for your action, the delegation clearly did not work. Many managers find themselves in this position often and don’t know what to do next. Some even accept the fact that their team is not up to the mark for the responsibility.
First, in some cases, the subordinates who have been delegated the tasks bounce the task back to the manager because they don’t want to take the risk or be blamed for the failure. Second, it may also be possible that manager and the subordinate do not have the same understanding of the tasks to be performed and the empowerment going with that. Clarify the expectations and ask for his / her next action plan. Support with your inputs but do not micro manage or step in when not required.
It is important that these challenges are discussed and worked through before abandoning the idea. This is because if delegation fails, both parties loose. Subordinate doesn’t see any room to grow and Boss feels stuck with routine and mundane work load & not finding time for critical and strategic project work.
Shyam Verma, PMP, ITIL v3
IT Project & Program Delivery Professional
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