In our current economy, everyone is trying to do the same work with fewer resources. Although delegation has always been an important skill for managers, in tight economic times like these, the art of delegating is a critical competency. In fact, it is one of the most frequently cited skills of exceptional managers. In addition, numerous studies on employee engagement show that the two top factors that keep employees engaged are:

1. Senior management has a sincere interest in employees’ well-being

2. Company provides challenging work

Delegating appropriately can help to improve engagement and morale because it gives employees the message that you care about their career growth.

So, why then do many managers hesitate to delegate? 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. Unfortunately, as a 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. Many have a belief that mistakes are bad rather than seeing mistakes as opportunities for learning. In addition, some managers may not accept or recognize the performance of those working for them. They might fear that if they don’t take care of an important task themselves, something will go wrong or that if they delegate too much, they will be 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 the task. This kind of delegation occurs when a task falls into a certain area of expertise and is assigned to the appropriate person. In this case, the employee is usually 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 valuable 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.

Delegation Basics:

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

The bottom line: Whether you need to delegate for results or for development, your company can turn managers into more productive and effective leaders by providing training on effective delegation skills.

To learn more about how Edizen can help your managers to become experts at delegation, contact us at feedback@edizenco.com or call us at 413-788-0077 / Toll Free 866-334-9362

EDIZEN Insights #29
© 2008 by Edizen Corporation. All Rights Reserved.

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