The Delegation Process
You Key to Getting More Done
Delegating is an essential skill – no manager can succeed without learning and applying this skill. That is why it is so important to have and use a proven delegation process
.Here is the process that Great Managers Use:
Decide what you can and should delegate.
Decide to whom you will delegate.
Be clear on the desired deliverable.
Assign the Task.
Check-in appropriately.
Provide feedback.
Decide What you Can and Should Delegate
The criterion for this decision starts with one simple question – am I the only one who can/should do this task. Things like performance reviews or other HR related matters must be handled by the manager and should not be delegated. However, most managers when they are honestly evaluating tasks, realize that many of these tasks can be delegated.
However, just because it can be delegated, doesn’t mean it should be delegated.
Decide to Whom You Will Delegate
There are 2 reasons to delegate a task to an individual.
They have an applicable skill like the one needed to complete the task. For example, you need a slide deck with data and graphics for a senior level meeting. The skills necessary are finding the data, interpreting the data, creating a compelling story with the data, and building the slides in a visually appealing and understanding way. If you have an employee who has these skills, they are the perfect person to take on the task. Even if they don’t have all the skills, they can use a few of them and then maybe stretch their skills or work with someone else where they are not as proficient.
They have indicated a desire to learn and apply the skills that are needed for the task. Using the same example above. If someone on the team has indicated they want to be a manager someday, having them work on this project for senior leaders is a great way to prepare them and have them showcase their talent.
Be Clear on the Desired Deliverable
This is where most managers mess up. Delegating isn’t just handing someone a task – it requires a great deal of clarity on the manager’s expectation. Before you can delegate, the manager needs to know exactly what they expect in terms of a deliverable. Which leaves room to make mistakes on both ends of the spectrum – too general and too specific.
If the manager is too general, they don’t give the guidelines necessary for success. The manager needs to know “what is the bare minimum I expect”, because that will impact the next step of handing it off to the employee.
If the manager is too specific, they risk becoming a micromanager. A key part of delegation is giving the employee autonomy to figure things out. Once you’ve laid out the bare minimum you expect, they can go above and beyond.
Assign the Task
This is the handoff to the employee. Follow this process that I call the 4 W’s:
Who should do What by When and Why
Who is usually simple as you are assigning it to one individual. However, if you have two or more people doing something, you have to designate 1 person as responsible for the deliverable.
What is where you explain the bare minimum you expect. This usually includes specifications, formats, and/or the key message you want to present. This will also include how you want it delivered to you.
When is the specific day and time that they task must be delivered to you. This should not be the time you need it, but sometime before that so you can review and provide feedback if it needs more work.
Check-In
Depending on how much time you give for the task, it is a good idea to check the progress of the task. Use this question when you check in: “What have you done so far?” This open-ended question is required. Most managers ask “how’s it going” and they get a generic response in return (for example “good”). The generic answer doesn’t provide enough information to know if they need guidance.
Provide Feedback
After the task is completed, provide feedback – positive and negative – on how they did. This will help them in future tasks and must be part of the process.
Conclusion
If you follow and continually practice this delegation process, you will delegate better which is a bonus to you, your team, and the organization. It becomes a win-win-win situation.