CEOs who excel in delegating generate 33% higher revenue according to Gallup and that is no small number. Delegation is a powerful tool in a leader's arsenal but one that does not come naturally to many. How many times have you said this to yourself?: “It will take longer to explain how to do this, I’ll just do it myself” While it may seem like the more difficult undertaking, delegating work is a vital management skill that gives leaders more time to focus on strategic work, and employees an opportunity to learn and grow. This article explores why and how to effectively delegate at work.
The Power of Delegation
Delegation is defined as “the act of empowering to act for another”. The term 'empowerment' in this definition reflects just how impactful delegation can be; it has the power to elevate team members’ growth, drive engagement, and amplify overall organizational success.
Why do Leaders Struggle to Delegate?
Leaders often struggle with delegation due to a mix of psychological and organizational factors. Research from the University of Arizona shows that as leaders ascend the corporate ladder, they face increased difficulty in relinquishing control and articulating clear task outcomes. This issue is compounded by biases like self-enhancement, where leaders believe their work is superior or fear losing their importance (HBR).
Organizational cultures that emphasize individual achievements over effective management can confine leaders to the role of the primary expert, leading to a chain reaction of overwhelmed leaders and demotivated teams. This focus on individual performance not only diminishes overall productivity but also hinders team development and innovation, ultimately jeopardizing the organization's long-term success.
That’s where delegation comes in: a superpower of a future-ready leader looking to elevate team performance and drive organizational success.
The Many Benefits of Delegating
Delegation drives efficiency and growth across multiple layers of the organization (see figure 1).
Level 1: The Delegate - Leaders who assign new tasks, or stretch assignments to individual contributors (known as delegates) create the opportunity to push them out of their comfort zone.
Level 2: The Leader -When leaders delegate, their time can be spent on more strategic and high-impact work.
Level 3: The Organization - At the organizational level, delegation results in optimized resources, increased productivity, and fostering a culture of trust and innovation.
Delegation clearly offers many opportunities for learning and growth across the organization, but if not done well, it can be destructive or lead to micromanagement of work. Here are 4 key steps to delegating effectively at work:
How to effectively Delegate
Step 1: Identify Key Tasks to Delegate
Begin by deciding which tasks require delegation. The Eisenhower decision-making framework (See Fig. 2) helps organize and prioritize tasks by urgency and importance, and ultimately, determines which to delegate.
Tasks that are urgent, but not important, are to be delegated. For example responding to routine inquiry emails or running a daily standup could be delegated to another member of the team who has more time on their hands.
Step 2: Choose the Right Person
Bringing in the right delegate for the task is next on the list: skills, availability, and motivation should be considered. Assess your team’s capabilities to ensure they are a natural fit for the job, including relevant expertise, experience, and genuine interest. For example, if you notice someone is good at writing and storytelling, you might delegate internal newsletters or reports.
Leaders may also choose to empower delegates with more tasks that align with their developmental goals, as an opportunity for growth and learning. This approach often involves assigning stretch assignments, which are tasks that are slightly beyond an individual's current skill level, pushing them to improve their capabilities. While it may be tempting to continuously delegate to the most reliable or efficient team members, leaders who strive for a balanced approach and distribute tasks across the team foster overall development and prevent overreliance on a select few individuals.
Step 3: Provide Context and Resources
According to the Harvard Business Review, leaders need to agree on the definition of success, explain why a task is being delegated, its importance, and the expected timeline. This is best addressed in a one-on-one setting, offering a full context on the level of authority and decision-making required. This gives your delegate a solid sense of direction and an even stronger sense of achievement once the task is complete. Don’t forget to also share the resources needed to complete the tasks assigned such as tools, processes, and background information. A handover template is useful to ensure all resources are centralized in one place.
Step 4: Share Two-Way Feedback
One of the misconceptions of delegation shared by McKinsey is that managers think delegating to others means leaving them alone to make decisions, but successful empowerment requires involvement. This can be done through agreed checkpoints throughout the task, to provide the needed support and redirection.
After task completion, provide specific, constructive feedback to your delegate, acknowledging their efforts and using the experience as a learning opportunity to motivate future performance. More importantly, make the feedback process reciprocal by actively seeking input from team members about your delegation practices, potentially during regular team retrospectives.
Effective delegation is crucial for both leadership growth and team development. When you entrust your team with meaningful responsibilities, you not only free up time for strategic thinking but also foster a culture of trust and innovation. This approach allows you to step away confidently, ensuring your team thrives in your absence, ultimately leading to a more resilient and high-performing organization.
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