How Effective Leaders Delegate

(c) Patrick Flesner, 2024

Mark Zuckerberg, the CEO of Meta , does not believe in delegating! In my last 'Leadership Shots' newsletter, I shared why he actually should. In this edition of this newsletter, I share with you a few steps that my coachees take in order to delegate effectively and avoid situations in which delegated work returns to them like a boomerang ("The Boomerang Effect"). Just recently, a coachee said to me, "I delegate as much as I can, but almost always, I end up with sub-optimal results and having to redo much of the work that I wanted my team members to do."

Here are a few steps you can take to avoid this boomerang effect:

Step 1: Grasp the Concept of Delegation

Effective delegation extends beyond mere task assignment. Misconstruing delegation as a simple task handoff often leads to disengaged teams and a dearth of ownership. Genuine delegation involves entrusting meaningful work to the right individual, armed with vital information, resources, and authority. This method fosters a culture of accountability, empowering team members to thrive.

Step 2: Delegate What Does Not Need Your Leadership Attention

Ask yourself, "Is this something that only I can do?" If the answer is no, delegate the task to the right team member.

Step 3: Identify the "Right" Team Member

Select team members based on their skills, capacity, and potential for growth. Meaningful work is entrusted to individuals who possess the required expertise and capability to excel in the given assignment or who could take on the task as an opportunity for personal and professional development. If your team members succeed, show gratitude!

Step 4: Communicate Objectives, Expectations, and Context

Define critical deliverables, set measurable success criteria, and provide precise guidelines, fostering accountability and clarity. Additionally, give context so your team member understands the "why" behind the job. If you choose the team member to help him or her grow, explain how taking ownership of this job provides an opportunity for development.

Step 5: Provide Information, Resources, and Authority.

Ensure your team member has all information upfront to prevent inadvertent bottlenecks. Provide necessary resources and delegate the requisite authority to make decisions, thereby empowering your team members to take ownership of both tasks and deliverables.

Step 6: Maintain the Right Level of Involvement

While delegation signifies entrusting responsibility to others, it doesn't imply disengagement. Instead, strike a balance! Remain available and engaged to offer support, guidance, and feedback when necessary. As to striking the right balance, you may also read my respective 'I by 瑞士洛桑国际管理发展学院 (IMD) - 商学院 ' article.

Step 7: Give less Advice, Ask more Questions

When a team member seeks advice, rather than offering immediate solutions, prioritize asking questions, particularly when time and importance permit. By adopting a coaching approach, you create a team culture of accountability and avoid the above-mentioned boomerang effect.

Conclusion

Mark Zuckerberg's reluctance to delegate underscores a prevalent misconception among some leaders: the belief that centralized decision-making and excessive involvement are indispensable for success. But no! Effective leadership entails building a robust team and entrusting them with meaningful work, while still being available for guidance when necessary.

What to Do this Week:

As you continue to lead, why not delegate considering the above steps. I hope they give good guidance and help you become even more effective.

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Here's to taking another leadership shot.

Patrick Flesner

Leadership and Executive Coaching

Coaching isn't therapy! It is a means you can use to become a more effective leader. If you are interested in coaching, please reach out. You can find out more about my coaching here.

ABOUT PATRICK FLESNER

Dr. Patrick Flesner is a leadership and executive coach, a former professional handball player in the 1st German League, a recognised bestselling author of 'FastScaling' and 'The Leadership House', a TEDx and Keynote Speaker, and a renowned expert in the field of leadership. His diverse background, which includes roles as a partner in prestigious German law firms, a leadership position in a publicly traded company, and as a partner in a venture capital fund, has endowed him with a comprehensive and multifaceted perspective on leadership.

If you are interested in leadership coaching or engaging Patrick as a keynote speaker, please connect and send a message. You can also find more information here.

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