What do you do if you want to use delegation to foster employee development and growth?

1 Assess your employees

Before you delegate, you need to assess the current level of competence and commitment of your employees. A simple way to do this is to use the situational leadership model, which categorizes employees into four levels: D1, D2, D3, and D4. D1 employees are low in competence and high in commitment, meaning they are eager to learn but need a lot of guidance and direction. D2 employees are low in competence and low in commitment, meaning they are insecure and reluctant to take on new tasks. D3 employees are high in competence and low in commitment, meaning they are skilled but lack motivation or confidence. D4 employees are high in competence and high in commitment, meaning they are self-reliant and proficient. By identifying the level of each employee, you can tailor your delegation style accordingly.

2 Choose the right tasks

Not all tasks are suitable for delegation, especially if they are critical, confidential, or require your expertise or authority. You should delegate tasks that are relevant, meaningful, and challenging for your employees, but also within their capabilities and interests. You should also consider the time frame, resources, and expected outcomes of each task, and make sure they are clear and realistic. A useful tool to help you choose the right tasks is the Eisenhower matrix, which divides tasks into four quadrants based on their urgency and importance. Tasks in quadrant 1 are urgent and important, and should not be delegated. Tasks in quadrant 2 are important but not urgent, and are ideal for delegation, as they allow your employees to plan, prioritize, and learn. Tasks in quadrant 3 are urgent but not important, and can be delegated to employees who need more experience or exposure. Tasks in quadrant 4 are not urgent and not important, and should be eliminated or minimized.

3 Communicate effectively

Once you have selected the tasks and the employees to delegate to, you need to communicate effectively with them. You should explain the purpose, scope, and expectations of the task, and why you chose them for it. You should also clarify the roles, responsibilities, and authority of each employee, and how they will be monitored and evaluated. You should invite feedback and questions, and address any concerns or issues. You should also provide the necessary resources, support, and guidance for your employees, but avoid micromanaging or interfering with their work. You should communicate regularly and respectfully with your employees, and give them constructive feedback and recognition.

4 Evaluate and follow up

The final step of delegation is to evaluate and follow up with your employees. You should review the results and outcomes of the task, and compare them with the agreed standards and criteria. You should acknowledge the achievements and contributions of your employees, and celebrate their success. You should also identify the areas of improvement and learning, and provide suggestions and recommendations for future development. You should ask your employees to reflect on their experience and performance, and share their feedback and insights. You should also update and adjust your delegation plan based on the results and feedback, and look for new opportunities to delegate and develop your employees.