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Delegation is perhaps the most important and useful tool for organizations and individuals, but it is also one of the most challenging concepts to put into practice.
I find that most individuals, especially young leaders, struggle with delegating. Most of their lives, these young leaders have had an employer or adviser that gave them direction, and now, it is their turn to step up and lead other people. Because of their lack of experience, they tend to fall into one of two categories. Category A) They only delegate work they do not want to do, or Category B) They do not delegate because they are afraid it won’t be done the exact way they want.
In both scenarios, the motives are selfish. Delegating quickly becomes only about the needs of the employer rather than the growth of the employee.
I’m sure you’ve seen this play out. The hourly employee moves up to a manager position, and all of a sudden, she now needs to learn to delegate. For so long, she has worked hard at the tasks she’s been given, not worrying about the work of her peers. Now, her former peers are looking to her for guidance and direction, and she is trying to do the best work she can in this new position. She struggles to delegate, fearing that the work won’t get done well, but she is also frustrated that her employees aren’t pulling their weight and she is stuck doing more work. Sound familiar?
The most effective way to empower people is to delegate responsibility to them. If you need to delegate but don’t know how to do it well, here are a few easy steps to help alleviate delegation frustration.
The most effective way to empower people is to delegate responsibility to them.
1. Create a common language.
When someone is trying to delegate responsibilities to another person, it’s essential that everyone is on the same page. However, too often it feels like they are speaking different languages. In order to create a culture in which you can delegate, the leader must establish a common language. A common language involves a mutual understanding of terms and a crystal clear picture of what success looks like.
2. Provide clarity around progress.
Imagine a football field where the end zones were not marked. Even worse, imagine if the yard markers were completely removed as well. How frustrating would it be to not know where the goal line is or even where you are along the way? The above illustration seems insane to us, yet so often we delegate without providing a clearly defined goal and forgetting to keep people informed of progress. As you delegate, create a format to share progress or a forum to provide updates. There is nothing worse than embarking on a project and no one letting you know how you are doing.
3. Correct or celebrate.
Leaders (me included) often forget that at the end of a project, they need to celebrate accomplishment or correct failure. To go back to the earlier illustration, imagine finishing a football game, walking into the locker room and having no idea whether you won or lost. Many times leaders are moving so quickly that they forget to acknowledge something that went really well, which can be demoralizing and demotivating to individuals on the team. Other times leaders withhold correction to protect feelings, but in reality, they are hindering someone’s development and progress. This approach can have a much more negative impact on your work environment than feeling bad or awkward for a few minutes.
This week, consider your approach to delegating and be brutally honest with yourself. Are you currently delegating effectively? If not, why not? Take the time today to put a delegation plan and process into place. It will increase your organization’s productivity and grow leaders on your team.
