Delegating: The Skill of Exceptional Managers

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With the inauguration of George W. Bush, we ushered in our nation’s 43rd President. He is the first Chief Executive to hold an MBA and, by all accounts, is said to be the "Great Delegator."

Critics have seized this as an opportunity to position the management skill of delegation as a negative trait – a cover up for a lack of leadership abilities.

While it is too early to offer observations about the new President’s leadership, I disagree with the opinion that delegation is not an effective management skill. Whether it’s George W. Bush or a new manager at your company, delegation is one of the most frequently cited skills of exceptional managers.

So, why then do many managers hesitate to delegate? In my experience, there are generally three main reasons:

Lack of planning. Many managers do things out of sheer habit. They believe that it is faster and easier to do what’s familiar themselves. The result: they continue to do things that are a poor use of their time.

Fear of failure. Sharing one’s work and responsibilities takes risk. Some managers may not accept or recognize the performance of those working for them. They may secretly believe that if someone else can do the work better than they can, they risk being replaced.

Lack of training. Effective delegation is a skill – it must be learned and practiced. To delegate effectively, there are steps in the process. It’s not just "Do what I tell you to do."

So when should a manager delegate? Clearly, there are things managers should not delegate such as performance reviews, strategic planning, and employee discipline. After these exceptions, the rule of delegation is simple – delegate when you need something done and someone else can do it.

There are two basic types of delegation:

Delegating for Results. This is when an employee knows what’s required, and he or she has the abilities to accomplish it the task. For example, when a task falls into a certain area of expertise and is assigned to the appropriate person. In this case, the employee usually is responsible for the final results.

Delegating for Development. This is when a manager delegates to an employee who might not be the best suited to complete the task, but is up to the challenge. The employee is given an opportunity to grow and gain invaluable experience. In this case, the manager must be willing to make an investment of time and energy to ensure that the employee will succeed.

What are the immediate benefits of effective delegation? First, delegation allows managers to mobilize resources and achieve better results. Sharing responsibilities allows them to focus on the higher level work that truly demands their attention. Managers are also able to increase their leadership potential by training others to succeed them.

Second, delegation results in increased productivity across the organization. It opens up new lines of communication and engages employees to share ideas and improve the work process. Decision-making also is improved, allowing the organization to be more responsive.

The bottom line: Delegation, whether in the Oval Office or in your company, can turn managers into more productive and effective leaders.

Delegation Details:

Start with the end in mind – Be clear what results you expect
Delegate the whole job, not pieces
Make certain to provide the proper level of resources and authority
Actively review progress and follow up

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