Delegation

This newsletter is for leaders and/or professionals who are in a position in which they have the opportunity to delegate. Frequently professionals think about delegating, but more often than not they refrain. Here is what typically happens: the “delegator” begins to visualize what the task will look like when it is completed. Then they think about what it will take to finish the task properly. In essence, they engage in a heated debate in their own mind during which they falsely convince themselves that “I’m the only person who can do this right” or “it will take me just as much time to explain the task as it will for me to just do it.” In the end, the potential delegator keeps the task on their plate. As a result, they continue to be overwhelmed, overworked and in possession of a not so healthy work–life balance.

In order to improve the delegation process (note that “process” is mentioned rather than saying the “act of delegating”) two big psychological hurdles need to be examined. The first hurdle involves perfectionism. The first step in overcoming this hurdle is to determine or acknowledge the level of your perfectionist tendencies. Studies have shown that a large percentage of people in the position to delegate, possess the trait of perfectionism. It’s not a bad trait, but it is something we must wield intelligently if we ever hope to effectively delegate.

The second hurdle is “a lack of comfort with letting people fail.” This may seem like an odd statement, but let’s face it; most of us are uncomfortable watching people struggle, especially if we could have prevented it by just doing something ourselves in the first place.

The keys to moving toward consistent delegation are these:

  1. Acknowledge that, at times, you are a perfectionist and that even though someone may complete a task in a different manner than you or with a different final appearance, it can still be good and useful. Challenge your comfort zone and give others a chance to show what they can accomplish!
  2. Accept that people can learn a great deal by struggling and even failing. In other words, consciously strive to become comfortable with people occasionally failing (so that they can grow).

Keep this in mind: the skill of Delegation is closely related to Growing & Developing other people. If you want those around you to grow, jettison the psychological baggage that is preventing you from consistently delegating.

Now, with baggage properly stowed, we can examine the finer points of how to effectively delegate. It’s simple, communicate and share your expectations. More importantly, ask what the other person’s expectations are of you. The flavor of the conversation with the “delegatee” may include some or all of the following:

  1. Time frame – what is the desired completion date and/or time.
  2. Updates – how often and in what form do you want to be appraised of the status of the delegated task.
  3. Directions – explain the basics of what you are looking for. If the delegatee wants more direction, or if they want you to tell them how to do something, let them ask. Don’t insult them by telling them how to do everything.
  4. Point Person – if you are delegating to a group, make certain that one person is selected to take responsibility for achieving the group’s task.
  5. Resources – what resources, if any, will be at the person’s disposal
  6. Availability – will you be available to them, or are they on their own? Be honest.
  7. Express Confidence – share with the other person that you would not have delegated something to them if you did not believe in them.
  8. Cheerlead – if they do a good job, lavish praise upon them. If they fail, coach them and express confidence in them, if appropriate.

If this seems like a drawn-out process to you, you’re right. Delegation is more than an action – it is a process. Let’s wrap up by looking at the benefits of effective delegation:

  1. It will free up valuable work time that you need in order to complete higher tasks.
  2. It will lower your stress level (hopefully) and give you the opportunity to maintain a better work–life balance, which leads to higher long-term productivity and less incidence of burnout.
  3. It will help to develop other people. Leaders cannot grow and advance if others do not grow and advance.
  4. It will build morale. By showing confidence in others and then giving them praise for a job well done, leaders build group self-esteem and maintain a sense of optimism.