“The best executive
is the one who has sense enough to pick good men to do what he wants done, and
self-restraint enough to keep from meddling with them while they do it.”
Theodore Roosevelt

Why do you need to be skilled at delegation?  One of the major reasons managers fail to meet
expectations is that they attempt to do everything themselves. There is never
enough time.  There is no such thing as a
team of “me”.  And someday you will want
to take a much deserved vacation.  You
need to delegate!

It may seem easier, or more reliable, to do it
yourself than to take the time to delegate to the team members you manage.  That stance puts you in a position of always
being available.  More important you are
not doing being fair to yourself, you team or your employer.   Delegation develops. Delegation motivates.
Effective delegation can move mountains.

I believe that the reason managers fail to
delegate effectively is that they have not developed the skills needed.  

How do you effectively motivate?  Start and end with communication to increase your chance of an effective delegation. 

Communicate what you need, why you need it,
how you need it, when you need it and where you need to be involved, be clear on expectations and then get out of the way.  Or in the words of Teddy Roosevelt – don’t
meddle!

Let’s talk about a potential real life
example.

The CEO is concerned with the ever growing IT
spend.  They ask you, the CIO, to clarify
your department expense spend to date and provide end of fiscal year
projections.  In addition, you have been
asked to compare your departments spend against industry benchmarks.  Your response to this their request is to “delegate”
the research and report to the head of your IT Finance function. 

Effective delegation of this important task
is to first clarify the outcome expected by the CEO and CFO. It is assumed you
understand their preference for receiving information based on your prior
working relationship and company culture. 
At the same time you need to be specific as to what you will be
delivering. The best approach I have found is to outline your understanding,
approach, and description of the output.

Once concurrence is met use the same outline
to delegate to a trusted team member. Use it to describe WHAT you need, WHY it is needed, HOW you expect it to be delivered, WHEN it is due,
and WHERE you want to checkpoint along the way.  Let’s step through the conversation.  

  1. WHAT – Delegate as much as you can along
    with the authority to achieve the outcome. 
    Don’t pretend to delegate if you must retain all decision authority!   Be real with your self as to why you are retaining decision authority. Is it risk management? Do you have confidence in your team member or are afraid to let go?
  2. WHY – Explain the reasons for the
    report and the objectives and outcomes needed from the effort.  Be clear as to the confidentiality of the
    exercise to the point of discussing messaging in communicating to others.
  3. HOW – Attempt to leave room for creativity
    as to how the report needs to look.  Be
    open to suggestion if you were given a pre-defined report format.  There is nothing more demotivating than to
    have all creativity removed from a task.
  4. WHEN – When is the report due, when do
    you want the first draft, final draft and pre-reads to be delivered?  Seek honest feedback to the viability of
    meeting the timelines and be prepared to work out alternatives. 
  5. WHERE – Negotiate with your delegate as
    to where you should reconvene to discuss progress.  Delegation does not mean you can abdicate
    your obligation.  Only you can determine
    the situation and level of confidence in both the delegate ability to deliver
    on your expectation and manage accordingly.

Wrap up the conversation by asking the
delegate to recap along with reiterating your confidence in him or her,
assurance that no question is a bad question, and that your door is open if anything
that risks the deliverable comes up.  Be
available.  Be accountable.

There is never any guarantee when you rely on
someone other than yourself but through clarity and communication you will improve
the chance of a great outcome!   

Share you experience and lessons learned!

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