The art of delegation
Edition 7 - Managing risk as teams go back to work
In our recent newsletters we identified common people management issues that businesses are experiencing and highlighted some of the risks if these problems are not addressed. Continuing our theme of supporting line managers during this disrupted time, we’ve focused this edition on that old challenge of delegation - in the context of new working environments we’re all navigating.
In particular, how can skilful delegation be used to mitigate risks? How can managers identify why, what, to whom, when and how to delegate? What outcomes can you expect?
“If effective delegation is important in the best of times (and we know from research and experience it is) then it is even more important now.”
Delegation is tough enough at the best of times
We’ve all seen the escalating “myths” of how we are currently working. Images range from photos of calm, well postured folk balancing on their fit-ball, facing a tidy desk by an open window - only a pot plant in sight; to those hunched and crumpled over their laptop at the kitchen bench with home schooling on one side and dad trying to make lunch on the other; to those “holding the fort” in the office, wondering which of the other images their WFH colleagues fit into.
Wherever we are working, perhaps there’s a suggestion that some are skiving off and don’t have enough to do: others are overwhelmed with what’s expected of them already. Delegation is tough enough in the best of times: how can we even start to consider fairly and appropriately delegating in these, the worst of, times?
We believe the answer to that question is: if effective delegation is important in the best of times (and we know from research and experience it is) then it is even more important now. Even more than usual we must consider our responsibility as managers to identify opportunities to delegate: not starting with the “what” but seeking the “why”.
Why?
Good delegators don’t start with a task and then decide who, when and how to delegate.
Good delegators spot opportunities; to motivate, to develop, to build flexibility, to minimise risk, to keep skills within the business, to meet changing job and/or business demands - and then they identify what to delegate. This is finding the “why”.
Who and When?
In our last Managing risk as teams go back to work post we explored the critical and current need to carry out Performance and Job Satisfaction (P&JS) Reviews in these Covid-times, even if informally; and this may be as good a place to start as any. Once open conversation about P&JS has occurred, as line managers we should be aware of the workload, the capacity, the capability and the mindset of each direct report. Matching this knowledge with the requirements of the business enables us to appropriately delegate to any particular team member at any particular time. Things you may want to consider:
Who is bored or dissatisfied with their current level of activity and may be at risk of slipping performance, or looking elsewhere to find something more motivating?
Who has mastered key elements of their current job level but need skills development for their next step?
Who is currently overwhelmed or shouldering a key piece of knowledge or skill that needs to be shared to provide greater flexibility and/or to minimise risk of loss to the business?
Who is keen to learn more about what you, or a colleague, does and can take on new elements as a way to develop in their own role, or provide succession planning for the business?
Who has gaps in their portfolio caused by changes in their own role or business demands and can learn new processes?
Who has a particular Team Role strength that can be harnessed beyond their current activity to help you, as a manager, discharge your own responsibility to build your team and effectively use each contribution?
This list could extend for pages. Let’s just confirm it is the best place to start and it will inform all the next actions in an effective delegation process.
Next, let’s consider the “what”.
What – and What Not?
This list can also be very long. Rather than try to itemise examples, perhaps it is more useful to state delegated tasks should be those that enable the “why” to be achieved. That is, tasks or activities which have a clear link to their purpose.
It is also worth considering what sort of jobs should not be delegated.
Best not to delegate tasks which are ill-defined; or which are clearly the manager’s; such as those requiring a particular qualification, breaking bad news to others; or jobs the manager is too lazy to do, or just doesn’t like doing (admit it, we’ve all been tempted!).
How?
By linking your “why” and “what” (and “what not”) with “who” and “when”, it becomes pretty straight forward to manage the “how” - particularly if you download our handy 7 step “How to Delegate” model, taken from our Management Development Program. This model guides you through the process of “how” with the following structured considerations - considerations that makes the difference between an attempt to delegate and effective delegation.
Objectives
Measures
Resources
Deadlines
Communication
Reporting
Review
Applying this model during the current work disruptions may require a slight change in focus and, possibly, a different range of activities to be delegated; however, the principles remain the same: line managers have a responsibility to manage the performance and satisfaction of their team members - and deliver the results of their department/business unit - and delegating well is a critical skill effective managers use to achieve this.
Manager’s Responsibility and Influence
“Good delegators create an environment where delegation appears normal, easy and valuable to individual employees, teams, managers - and the business as a whole.”
The results from effective delegation resound through successful businesses: the tropes of the lazy manager who seeks to delegate anything and everything, or the egotistical manager who hangs on to everything and roadblocks others, don’t apply when managers understand and deliver their responsibility to delegate effectively.
Good delegators create an environment where delegation appears normal, easy and valuable to individual employees, teams, managers - and the business as a whole. Good delegators paint the big picture; set clear standards; demonstrate confidence in people; remove fear of failure; give credit where it’s due; take responsibility when things go awry.
This environment can be created for those at the zen desk, the kitchen bench or the main workplace. Remember, the line manager may well be the one constant in this changing environment and hence has significant influence.
So, why not try and identify what might be holding you back from delegating, find some good “why” to start (or keep) delegating and enhance your contribution to your own and others’ performance and satisfaction? We’re pretty confident you’ll find it worthwhile work.
“Remember, the line manager may well be the one constant in this changing environment and hence has significant influence. ”
Interested in learning more about our Management Development Program?
Please send us your details via the form below and we’ll send you some more information. And if you’re interested in discussing further, we’ll schedule a time for chat.