Preparing for Delegation

Now that you understand the basic definition of delegating and the levels of responsibility, accountability, and authority you need to learn how to prepare for delegating. Three key aspects should be considered:

1. Appropriateness.
2. Timing.
3. Whom to delegate to.

Once you have dealt with appropriateness, you should plan the timing and then you could find the most suitable person to delegate to.

Factor One: Appropriateness

Before you decide to delegate a task, make sure it is something proper to being delegated, e.g. not one that could be eliminated or automated instead.

Also, do not delegate tasks that you are good at. You want to continue handling the tasks that call on your brilliance.

Did you know that delegation does not just make your life easier – it also helps those to whom you delegate? Consider what you give to other people when you choose to delegate:

• Responsibility.
• A sense of achievement.
• Enjoyment and fun in the sharing process.
• Income.
• Trust.
• An opportunity to grow, learn and contribute.
• An opportunity to be part of a team.
• The chance to increase their skills and self-esteem.

What many managers overlook when deciding what to delegate are the items to share and reassign in part.

Items related to the day-to-day operations of your group, which some managers tend to hold onto, are where your greatest potential exists to delegate wholly or in part to people on your staff.

Here are some examples:

• Solving routine customer problems.
• Setting the daily work schedule and work flow.
• Preparing agendas for your regular staff meetings.
• Making decisions on situations that employees face in carrying out their responsibilities.
• Completing a function you are less qualified for, or not too good at doing.
• Handling technical duties.
• Compiling data.
• Composing regular administrative reports.
• Researching issues that come your way.
• Training new employees or others in the group.
• Carrying out essential functions for which little staff coverage exists, meaning there is no back-up support for day-to-day operations.
• Handling vendor-relations issues.
• Seizing opportunities that build upon others’ creative talents or desires.
• Answering questions you are often asked.
• Dealing with new functions that come about due to change in the workplace.

Tasks You Should Not Delegate: Obviously, some aspects of leadership are sensitive and should not be delegated. For example:

• Hiring
• Firing
• Pay issues
• Policy

Factor Two: Timing

Managers need to be responsible when delegating. The timing for delegating is important as they will remain accountable for the outcome of the task and as they wish for the delegating activity to also motivate and enhance their staff’s morale and commitment.

It would be proper to delegate tasks when:

• There is a lot of work.
• A member has qualifications for or interest in a task.
• Someone can benefit from the responsibility.
• Routine matters need attention.
• Details take up too much time and must be divided.

The time not to delegate is when:

• The task is something you would not want to do (menial work).
• Someone is under-qualified or overqualified for the task.
• The work is your own specified responsibility.
• When it is big or is an unsolved problem, issue or matter dealing with the personal feelings of another or with confidentiality – the “hot potato”.
• The team are suffering from genuine understaffing and real task overload.
• An atmosphere of mistrust and blame exists when things go wrong.
• Confusion exists over goals, who handles what, and where authority limits come into force.

Factor Three: Whom to Delegate To?

To whom should you delegate? Choose a person who would really enjoy the task and who has the proper skills or willingness to learn them. Also, select people that you trust rather than just choosing anyone and hoping it will work out okay. Trust them to do their best and leave them feeling an important part of the process.

Delegation of responsibility does not mean that you say to your assistants, “Here, you run the shop.” The people to whom you delegate responsibility and authority must be competent in the technical areas for which you hold them accountable. However, technical competence is not enough.

In addition, the person who fills a key management spot in the organization must either be a manager or be capable of becoming a manager. A manager’s chief job is to plan, direct and coordinate the work of others.

A manager should have the three “I’s” – initiative, interest, and imagination. The manager of a department must have enough self-drive to start and keep things moving. A manager should not have to be told, for example, to make sure that employees start work on time.

Personality traits must be considered. A key manager should be strong-willed enough to overcome opposition when necessary and should also have enough egos to want to “look good” but not so much that it antagonises other employees.

How should you determine which person will be good for which assignment? Here are some important questions to ask before starting a delegating effort:

• Where does the assignment best fit functionally within your group?
• Who has ability in terms of time and workload to handle the duty?
• Who has the interest?
• Who has the skill and experience level best for the job?
• Whose capabilities do you need to expand to fill coverage gaps in the group’s day-to-day operations?
• Who needs a new or different challenge?
• To whom do you want to give an opportunity for growth?

There are many ways to delegate:

• Ask for volunteers by a show of hands or passing a sign-up sheet. (Interest is a great motivator!) However, this method can be impersonal, and you could be “stuck” if no one signs up.
• Appoint or suggest someone. Sometimes a member lacks self-confidence and will not volunteer; appointing him/her proves your confidence in him/her.
• Assign through a committee. This takes the pressure of an individual and reinforces organizational structure. You could do this in your team by asking the team to nominate based on a set of criteria that you have prepared.
• “Best fit” of person with the task is the most effective. Try to spread the enjoyable and responsible tasks around, giving more members status and value.