t may seem peculiar to be talking about delegation of responsibilities in a high-tech world where old catch phrases such as "self-starter," "self-motivated," and "must be capable of working under loose supervision" often appear in the help wanted ads. But, it is because of this umbrella of "letting people run with the ball" that knowing how and what to delegate is so important.
 

Too often managers delegate the "wrong" activities. Too often managers have no interest in what they delegate and thereby lose control over the process or function that they are accountable for. If the manager is truly accountable for the outcome of others activities, then due care must be taken in how, what, and why activities, projects, processes, or functions are assigned.
 

In this article, I( have given advice to the reader on avoiding the pitfalls in delegation, guidance based upon years of experience during which I made some common mistakes -- once.

A 1993 article in Hresource, listed the following items "that could be delegated to subordinates and make it easier on [you as] the manager":

1. Matters that keep repeating themselves.

2. Minor decisions most frequently made.

3. Details that take the biggest chunks of time.

4. Parts of the job the supervisor is least qualified to handle.

5. Job details that the superior most dislikes.

6. Parts of the job that make the superior overspecialized.

7. Parts of the job that make the superior under-specialized."

At the same time, the reader is admonished to "make sure the subordinate is given meaningful, challenging assignments and doesn't end up as a dumping ground for unwanted or distasteful tasks of the superior,"


I've been around a long time, perhaps too long, but I've always instructed managers that to effectively delegate one must always delegate the tasks that he or she understands best and also likes most. If you assign tasks you don't like, then you will have lost control. What we like least we pay the least attention, and the subordinate may very well take some initiative and make decisions which are, not only contrary to our own best interests, but contrary to the best interests of the company and its clients or customers.

 

Action Steps for Improved Delegation

Select a person whose judgment you trust. You need to be willing to delegate the task to see the project to its completion. Selecting capable people who get results reflects well on your ability to set goals and make decisions.

2. Invite input from staff regarding their interest in and time for project. In contrast, delegating unilaterally tends to build resentment and discontent.

3. Offer training when you delegate. Understand that delegation has a learning curve. People to whom you delegate may need time to develop the knowledge and confidence to handle the task. Delegate at a pace that is fair to the abilities of your staff.

4. Delegate projects and assignments that are enjoyable. Don’t just give out the tedious or difficult jobs. Employees quickly feel “dumped on” if only the less pleasant projects are delegated. Most of us understand that any job entails dirty work, but we want a reasonable balance.

5. Delegate a whole project whenever possible. If a project must be divided, ensure that team members understand how their work contributes to the whole. Without that understanding, they may feel as though they are working in a vacuum, and become less motivated.

6. Establish your expectations for communication and feedback. Encourage employee input. Provide follow-up without giving the feeling you are breathing down their neck. Progress reports help keep everyone on track.