5 Steps to Effective Delegation
Delegation is an essential tool that frees up time to focus on those things we do best and that add the most value to the firm. Unfortunately, it is often a tool that never makes it out of the toolbox.
There are a number of reasons cited for hesitancy to delegate:
“No one other than me can do it.”
“Only I can do it correctly.”
“Everyone is busy, and there is no one to delegate to.”
“I will spend just as much time giving direction as I would simply doing it myself.”
While these may all be valid, they are also obstacles that can be overcome with a little thought and clear communication prior to delegation. This article provides tips and techniques to improve the delegation process and help you to transition from doing things yourself to doing things through others.
The 5 Steps
The delegation process entails five essential steps that you must follow. Do not attempt to merely off-load work—a little up-front thinking and planning can greatly increase the chances that a task is completed successfully and to your satisfaction.
| Five Steps to Effective Delegation | |
| 1. Select the right person | Match skills and capabilities with the task. Your selection should be based on talents - not simply on convenience. |
| 2. Specify the desired result | Communicate clearly the result you are looking for (expectations) and specify what it looks like when it is done well (criteria). |
| 3. Set a deadline | A reasonable time frame creates accountability. |
| 4. Determine authority | Determine the level of authority you intend to grant those taking action and making decisions. Make sure each individual understands that authority level. |
| 5. Track progress and results | Set up a mechanism for those responsible to report progress and communicate issues. |
A closer look at authority levels
If a delegator is not completely satisfied with either 1) the result or 2) the manner in which the result was achieved, it is likely the result of a breakdown in communication. The delegator must clearly communicate expectations and criteria; however, he or she must first determine the authority level appropriate for the delegate’s task .
Level 1
Enough authority to simply assess and research the task/decision and report back before taking any action.
Level 2
Enough authority to execute the task/decision while providing regular progress reports.
Level 3
Enough authority to execute the task/decision with a report only on the final result.
Level 4
Enough authority to execute the task/decision with no requirement to report back—“Just take care of it!”
Determining the level of authority is critical. There is nothing more frustrating for a delegate than to be offered responsibility and authority to make a decision—only to find out the only “correct” approach is one the delegator would have taken. Once the level of authority is established, the delegator is much better equipped to 1) understand expectations and criteria in his or her own mind and 2) clearly communicate those to the delegate.
Delegation Dos & Don’ts
Following these simple guidelines in the delegation process will also increase the likelihood of success:
Dos
- Constantly Update Priorities
The delegate must understand the task or decision’s priority level. He or she must also be informed immediately if that changes. - Clarify Expectations
Outline what the finished product looks like when it is done well. - Provide Support to the Delegate
Providing feedback, acting as a sounding board and answering questions will all help ensure success. - Communicate, Communicate, Communicate
Clear communication about expectations, criteria, timelines and authority levels are all key to a successful delegation process.
Don’ts
- Expect the Delegate to Read Your Mind
The delegate can’t possibly know your expectations, criteria, timelines and authority levels unless you communicate them.
- Avoid “Drive-By” Delegation
Using convenience to delegate (the first person you see) often results in a mismatch between talents and the task/decision.
- Underestimate the Time and Effort Required
It is best to collaborate with the delegate to determine realistic timelines. This ensures everyone is committed to the same deadlines
- Micromanage
The level of authority will determine how closely you need to manage the delegate. This should always be clearly communicated so there are no surprises.
- Delegate Your Unique Abilities
Unique abilities are those that you do best and enjoy doing. They are also those that typically add the most value to the firm. Do not delegate activities for which you are highly skilled to perform!
The Performance³™ Management Program
Boomer Consulting, Inc., along with industry experts, has developed a new and exciting program to teach management skills to the middle of your firm—The Performance³™ Management Program. The program offers an environment where each participant is challenged to learn and develop their skills by leveraging the knowledge of their peers and Boomer Consulting, Inc. The goal is to amplify each manager's capability and confidence to execute the functions of planning, people and processes within their area of the firm.
The Performance³™ Management Program is structured to be much more than a workshop. It is modeled after our successful Boomer Technology Circles™ program but has been adapted to cater to current and potential managers within your firm. Some of the features include:
- Relevant Content
- Professional Facilitation
- Professional Coaching
- Year-round Accountability
- The Boomer Advantage Guides
- Web-based Tools
- Best Practices
The Performance³™ Management Program is intentionally limited to two 1 ½ day classes per year to address concerns about having managers away from the office and chargeable work. However, the relationships based on the face-to-face contact with peers, our web-based tools and coaching calls provide participants with a 365 day/year experience. We are confident that the skills your mid-level people obtain through the program will pay for the investment many times over.
