Learning to Delegate May 20, 2013Career Articles, ManagementOff

Learning to Delegate

Feel guilty about delegating? Don’t.

By Cynthia “Cy” Wakeman

Delegation doesn’t mean simply pawning your work off on other people who are already as busy as you are. Rather, it’s a vital aspect of leadership. And remember, you’re not the only person capable of doing the task if you’ve surrounded yourself with smart people.

Here’s how to delegate to maximize your time and empower your employees:

Think ROI (return on investment). â€¨Manage your time and resources – and those of your organization – by asking yourself, “Is this truly the best use of my time and talent, or is there a less expensive way to get this task completed?” Delegate anything that you would not pay yourself your own salary and benefits to accomplish. Vice presidents making their own copies to appear an equal member of the team is a gross misuse of resources.

Think development.
 Have a development plan in place for each of your direct reports, and delegate with an eye toward their growth potential. Ask yourself which person could learn and benefit most from the assignment. Use delegation as a gift – a wonderful opportunity for your people to develop new skill sets and confidence.

Think strengths. 
Honestly ask yourself if you are truly the best person to perform the work or if there is someone stronger in that area who could do it better. Tap into the strengths of others and swap work for what plays into your strengths.

Think outside of your staff.
 Is this work you can delegate to your customers? Can they provide the information needed? Is this work you can delegate to other departments or project teams? Often work can be delegated outside your team with great success.

Avoid setting up others to fail. 
Delegate as quickly as you can so the individual has the greatest amount of time to complete the task. Too often we wait until the last minute to ask others for help, leaving them at a disadvantage.

Avoid dumping.
 Connect delegation to employees’ individual development plans so they see a personal benefit in tackling the work. Otherwise, they only see the benefit of your getting it off your own plate.

Avoid delegating unprocessed work.
 Prior to delegating, ask yourself if the work can be eliminated or automated. Ask yourself, “What is required exactly?” Then you can be very clear on what the next action truly is prior to passing it on – and you can communicate that well to someone else.

Avoid micromanaging.ʉ۬Clearly define expectations, set up predefined progress checkpoints and use the time you freed up to get other things done. Resist the urge to meddle; it is no longer your work.

Avoid confusion and frustration.
 Inform others that you have not only delegated the task to another, but have delegated the authority to them as well. Refrain from stepping in to accept information or hosting a dialogue on their behalf.

Cynthia “Cy” Wakeman is a keynote speaker, workshop facilitator and trainer who helps individuals and organizations re-create their mindsets to achieve amazing results and resolve long-standing issues.

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