The privilege of being a leader comes with being an effective leader. One that sets the examples for those they work with and those they lead. Delegating is the most effective tool we have on hand to help us assure that we set the right example. What is usually most misunderstood about leading is that if and when we attempt to take on all the problems we forget to do our real role, which is to lead and to teach others how to do what we do.
There are many opportunities for leaders to delegate all we have to do is to get out of our way! Too often we are the barrier that prevents us from either being able to help us or willing to help us. In order for people to help us we must educate them on the process and then provide them the opportunity to learn the process and be available as they take it on the new responsibility. Too often we use the excuse that we don’t have time! Actually we don’t have the time to do it all. Research shows that one to two hours spent better managing time, in this case delegating a task can ultimately save us 10 hours. Personally, I would enjoy an extra 10 hours in a week. The sacrifice begins at the start and the benefit may take a while, but can save us a lot of headaches and loss of productivity in the long run.
People can only help us when we entrust them and empower them to do a task. If you delegate a task discuss with them how much freedom they have. How far can they proceed without input? At what steps or stages do they need to give you an update, if they need to provide an update at all? In the office and with the Boards that I work with each task has clear instructions on steps that we have outlined together and then at what point I need to have more information. When I facilitate business retreats and work with companies or associations to set goals they often adopt a form that I use because of its adaptability and yet clear use for keeping people on track and up to date. It consists of 4 columns across the top of the table. First – column is the Item. Second column outline steps or points of discussion. The third column is used to identify who is responsible – name, phone number, email. The fourth column provides due date. When is this individual to provide an update or to have completed this task or step? Generally there is a name for each step and a date for reporting on each step. If it is the same person and they only need it reported on that it was completed then the name is listed across from the last step and the date is far enough out that they should have had time to complete the steps. If I am using the tool for delegating, I will give a date to each step, to assure that the person understands the urgency to move forward by when I expect to see certain progress made.
I coach executives and managers who are working to develop their professional skills in management and to improve their communication. While we all feel our problems are unique, the good news is that someone somewhere can relate and we aren’t alone in our struggles. The most common area that managers and executives need help in is that of their communication. People in these positions know what they want done, know how they want it done. They have a vision and the struggle is getting others to see the same vision or goal that they see. When it comes to delegating one this is one of the excuses that is used. “ I can’t get them to understand how to do it so I will just do it.” What this can create is learned helplessness for the employees or staff. Worse yet, it encourages employees to not do a task well, because if someone doesn’t like the job they do, then they will not be ask to do it again. In certain work environments despite poor job performance, employees continue to hold their jobs. A key reason is poor documentation of poor performance. So let’s tie this together. If we delegate and use a chart that outlines the steps to be taken; reviewing this chart can help a manager or leader obtain clarity from the person they are delegating to. The follow up section shows accountability and provides a record of the tasks they have been asked to do as well as place to track if they are on task, behind task, because we had to change the date, or if they are ahead of task and complete work early. Using the chart as a guide can also help the manager or supervisor who has a habit or an approach of being direct that may be interpreted as barking out orders. A direct approach does not work with everyone and can cause disruption with staff instead of productivity. Understanding what employees need when giving directions is important in delegating successfully. When we know that one-employee needs all the steps spelled out we can provide it, while another employee just needs to know that we want to get to point B at the end. That particular employee can show they are responsible and prevent us from micro-managing them and thus improve our relationships.
Here is a scenario that may sound familiar to you. Background: The manager of XYZ Dept. has delegated to staff to complete certain reports. These reports are within their realm of normal duties. Setting: You are attending a monthly meeting where department heads/managers review their reports to keep other departments aware the overall of status of the company. The manger for XYZ is sharing a report provided by one of their staff. As this leader begins to share he/she notices an error and says, “Wait a minute this is a mistake. I will have to fix that when I get back to my office.” While the words written here have no way of projecting tone or facial expression, depending on your history you may be detecting a leader with an attitude while others may simply read it for face value, that there is a problem and the leader is choosing to fix it. In the scenario above, there may be nothing wrong with this leader fixing the problem when he or she returns to the office. Perhaps the leader knows this will fall on his or her shoulders as the person who generated the report is out on vacation and there is no reason to delay. In this case, it makes sense to not delegate out the correction. Even if the person is available, a leader may fix it if it is very small error and one that has never occurred before. However, it would be in the leader’s best interest to take a moment and advise the employee that an error was noted and corrected, so the employee is aware of this for the future. Or the manger could ask the employee to fix the error in order to assure the employee gets practice doing the report correctly. As we briefly look over this scenario, we need to note that more information would be needed to assure the best course of action. Yet it does provoke us to think about what our course of action would be and why? Please see the danger in managers or co-workers being the one to fix a problem another employee has. This puts the work on the manager or co-workers and relieves the employee of responsibility and accountability. Learned helplessness can begin quickly and become a unhealthy habit for others to see. Especially if the person is not held accountable. I have unfortunately seen this too often and worse yet, I have seen offices promote these individuals into positions they did not earn nor that they could do. Delegate and learn what employees can do to help you. Remember when we delegate professionally the employee see value. Delegating is not dumping! It is teaching responsibility and accountability so that others learn our job and can support and help us. It takes time but the pay off in the end is less stress, increased productivity and increased value for employees. Take the time.
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