Delegation: The seal of recognition, reflection and trust – or just plain “dumping”?

How often have you asked someone to do something, just to be disappointed when they forgot - or just lost interest - leaving you feeling frustrated and let down? It happens to me quite often – so I’ve written this article as a reminder to self. But who knows - you might derive some benefit? from it too.

The ability to get things done through effective delegation, is a cornerstone of good management. Understanding a few concepts makes it easier.

Historically, delegation used to be a vertical process flowing down the chain of command from a superior to a subordinate – following the flow of formal authority. However changes in the way we work have made it important to be able to delegate skilfully - horizontally - to peers or others over whom one has no formal authority. While coercion does bring about performance, it’s not always high quality performance.

Delegation actually means work sharing, whether it’s vertical or horizontal. It means sharing responsibility and authority with others and holding them accountable for performance. The skill lies in persuading them to accept that responsibility / assignment.

Delegation involves responsibility, authority and accountability. Responsibility to do what it takes to achieve the results (obligation). Authority (equal to responsibility) to make the right decisions and act accordingly. Accountable to answer for actions and decisions. It also implies rewards and penalties. For most of us, delegation involves the dilemma of keeping what we want to give up (the responsibility) and giving up what we want to keep (the authority).

Letting go of some responsibilities may be one of the most difficult things a manager can do, however it’s also one of the most powerful tools for empowering people. It requires a high level of trust and works best when it’s done in the spirit of growth, dignity and innovation.

I’m still reluctant to delegate – it really doesn’t come easily because:

·????? I like the job and enjoy “getting my hands dirty”

·????? Perfectionism – after all, no one does it like I do!

·????? Lack of confidence in others (and perhaps my ability to hold them accountable)

·????? Being unable or unwilling to let go and

·????? Needing to be liked.

·????? Thinking I don’t have the time to explain – by the time I’ve explained it all I might as well have done it myself (until next time!)

There are really only three ways to make better use of our time:

·????? Stop doing low priority things

·????? Get more effective at what we do

·????? Delegate more.

Delegation gives us more time for other, more important activities. We’re also able to make use of? other’s specialist skills and develop and motivate the crew. If you’re a manager of a team, this is a BIG plus. However, the accountability for a delegated task is something you can never give away – because it remains part of your job. If you delegate without guidance or training, you’re setting the other person up for failure. If you delegate unpleasant tasks that are actually your responsibility, then you’re dumping. Don’t be surprised if you experience push-back.

You might find the following 6 guidelines useful:

1.?? Delegate early and plan well in advance: what, how & to whom.

2.?? Be sure that you have the other party’s agreement and commitment and be prepared to invest the time to explain, demonstrate or coach at the beginning. This usually pays off later.

3.?? Agree and diarise follow up dates and times. This helps you keep a hand on the wheel and redirect them (if necessary). It’s also much better than hovering over them which will just make them fed-up & ready to hand back the job.

4.?? Adopt a collaborative approach by pooling new ideas? and acknowledging them for their input.

5.?? Don’t take back the job! It implies you don’t trust them and you’re creating a dangerous precedent of having to take back all future jobs too. Rather retrace your steps, ask the right questions, confirm that you believe in their ability and step back to let them get on with it – even if it does take longer.

6.?? Delegate the whole job – it frees up more of your time but most of all gives them a sense of achievement.

Focus on the benefits.

If you’re part of a self-directed team with a flat structure, horizontal delegation means identifying the right person for the right job – the one/s with the skills to get the best results in the shortest time.

However if you have a team reporting to you, you’re developing their skills and capabilities – which also makes you look good. This is the most cost-effective form of training. You’ll have more control over your time and be able to focus on jobs that you’re good at and have time to think and plan. The right people on your?team will enjoy the variety, challenge and opportunity to develop new skills which improves their opportunity for promotion. I deliberately point out that it will be “the right people” because those who take up the challenge will have a better understanding of what your job entails, the opportunity to strengthen their relationship with you (the manager), their colleagues and other departments in the business which also provides an opportunity to influence others and their chance of promotion and increased earning potential. This means you’ve taken the first step in your succession plan – which opens other doors for you. Congratulations!

So don’t be afraid that they’ll mess it up – take the step in faith. The longer you leave it, the more time you waste and the more inefficiency you create. Think, plan and follow the process. You really don’t have to be in crisis mode all the time. Managers are supposed to think and plan. On a final note:

·????? Overcome your fear of letting go.

·????? Build trust with your crew.

·????? Give them ownership of their work.

·????? Coach them, but don’t hover.

Make delegation the seal of recognition, reflection and trust.

Ways to work with Trudi:

·????? Workshops in Supervisory, Management & Leadership Skills - customized, in-house, tailored. Ideal for 12 – 15 leaders.

·????? Coaching: drop me a note to enquire about an open slot.

·????? Speaking: let’s set up a time to discuss topics & pricing.

Who do you know that needs to develop their leadership team or succession plan?

Sharing this could transform their business.

[email protected] ??????? https://www.dhirubhai.net/in/trudidutoit/?? https://congruence.co.za/empowering-managers/

?Trudi equips business leaders to master people management, lead from the front & take people with them.

?This includes:

Becoming an employer of choice???????????????????? Knowing how to attract & retain top talent

Mastering people management?????????????????????? Building winning teams

Creating productive work places????????????????????? Engaging & enrolling the people in your teams

Managing performance positively??????????????????? Alignment to the values of the organisation

Creating a culture of excellence & inclusivity ?? Leaving a legacy you’re proud of!

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