How To Delegate Effectively

Knowing how to delegate is not an inherent ability. Many managers, supervisors and even senior executives resist handing over tasks and responsibilities because of a variety of operational as well as personal reasons. They may be anxious about surrendering the control they have over various duties, or they may be afraid that subordinates will take exception to delegation. It is critical to rise above these obstacles because delegating effectively can have significant and comprehensive benefit for all involved, especially the company as a whole.
Carol Ellis, in the book Management Skills for New Managers (AMACOM, 2005), states the value of successful delegation: “Managers who delegate effectively have direct reports who are more capable and enthusiastic because of the delegation experience. A good manager knows that delegation is the way to achieve results through others.”
The American Management Association’s Delegation Boot Camp teaches principles that allow supervisors to delegate the appropriate amount of authority and accountability to the right individuals. The seminar provides many constructive recommendations for effective delegation:

Why Delegate At All?
Gains (to the delegator):

• Lessens personal workload, deadlines and pressure


• Frees your own time and energy for tasks that will provide larger benefits


• Makes people ready to handle work and decisions in your absence


• Trains colleagues about your job so you are free to be promoted


• Provides opportunity to assess persons’ ability to handle more responsibility and authority

• Cultivates skills and capabilities, providing experience in completing tasks and making decisions


• Prepares employees for promotion; how to handle more authority and responsibility


• More involvement increases their visibility and prestige within the enterprise


• Helps people feel more important and responsible


• Builds up enthusiasm and self-sufficiency

• Improves decision making and efficiency via increased participation and experience


• Increased skills, confidence and self-sufficiency builds a stronger, more flexible and more cooperative organization


• Provides an environment of collaboration, confidence and personal responsibility


• Displays the conviction people are important


• Supports unproblematic succession planning and the ability to promote from inside the organization

• Recurring decisions and duties that others can manage


• Critical deadlines or priorities that you cannot handle, but others can


• Special initiatives not essential to core operations or long-range projects


• More detailed tasks on projects you are handling


• Duties that will help others develop in areas important to their career

• Tasks private or personal in nature


• Duties that involve unreasonable risk to the delegatee


• Items that necessitate your personal expertise


• Duties that require personal leadership or relationships to succeed


• Items with any sort of legal restrictions

• Evaluations of job performance


• Sensitive or confidential matters, especially those requiring disciplinary actions


• Duties that were assigned expressly and entirely to you


• Tasks outside of your area of responsibility, and which you are not authorized to delegate


• Critical circumstances where people need your own leadership or direction


• New projects that entail you personally setting an example or establishing standards

• Who are already overworked


• Who already have other high-priority duties


• Who cannot complete the task within the required timeframe


• Who lack the skills to successfully complete the task unless training will be provided as part of the task


• Who have effectively and repeatedly finished similar tasks, if there are other people available that could benefit from the experience

Shari Lifland manages content for the American Management Association’s website, an organization that offers supervisor training, PMP exam prep, leadership seminars, and many other forms of effective management training. Shari also edits several AMA e-Newsletters, and is associate editor of MWorld.

Article Source: http://www.leadershiparticles.net

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