This Skill Will Propel Your Ability as an Engineering Manager
The Art of Empowering Your Team
I’m going to tell you about one of the most crucial skills you can develop as an engineering manager. A skill so crucial, that it will help you develop your people, you will have more time, and they will love you for it. A skill that empowers your team, fosters a culture of trust and enables you to focus on strategic initiatives.
This skill is delegation.
As a software engineering manager, one of the most important things you can do for your team is delegate. Yet it’s rarely done well or frequently enough. I see managers every single day trying to do everything themselves. I’m even guilty of it myself! Why is it so damn hard?
Great delegation is scary. It feels uncomfortable to give away responsibility. It feels scary to lose control. It feels scary to not know if someone is capable or ready to take on something new.
This is why it’s so necessary.
When you delegate boldly, you’re giving your people a sense that you believe in them, that you have faith they can succeed, and that they are ready for the challenge. This builds greater self-confidence in your people and helps with their continuous development.
As I look back on my career, when I consider the times when my manager delegated a huge responsibility to me, it was truly life-altering.
One of these times was taking on the lead role in managing a company-wide cloud migration. The project involved organising, understanding, and driving a multi-year project to transition thousands of on-prem deployed services to AWS. There were hundreds of engineers involved, spread across multiple locations and timezones. There was huge complexity, including service dependencies, technology not built for the cloud, poorly understood legacy software, tonnes of unknowns, and demanding stakeholders to manage.
Had I done anything like this before? No
Was I prepared for the task at hand? No
Was I excited at the prospect of this huge undertaking? Hell Yes!
The project ended up being a huge success, both for me personally and also for the company. There was a tonne of challenges and learnings along the way, but without the initial delegation, I would have never got this opportunity.
“We accomplish all that we do through delegation — either to time or to other people.” — Stephen R. Covey (2016). The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change Interactive Edition
These pivotal moments are where your people are able to shine. To rise to the challenge and prove themselves.
So how can you more effectively improve your skills of delegation? Let’s explore some key principles and best practices;
Articulate the Why
Clearly define the purpose, objectives, and desired results of the delegated responsibility. When team members know the context and importance of their work, they are more likely to feel motivated and take ownership.
Identify the Right Person for the Job
Knowing your team’s strengths and weaknesses is vital in effective delegation. Match tasks with the skills and interests of your team members. Consider their expertise, experience, and development goals to ensure the right fit. Delegating the right tasks to the right people not only enhances productivity but also boosts individual growth.
Get Aligned
Alignment is the cornerstone of successful delegation. Clearly communicate the requirements, constraints, deadlines, and any specific guidelines. Allow room for questions and provide the necessary resources or support. Setting expectations upfront reduces misunderstandings and sets the stage for success.
Trust Your Team
Delegating means entrusting your people with responsibilities. Trust is the foundation of effective delegation. Demonstrate confidence in your team members’ abilities, and avoid micromanaging. Trust means letting go of control, handing over the reins, and letting someone else run with it. When your team feels trusted and valued, they will strive to meet your expectations.
Provide Necessary Resources
Ensure your team has access to the tools, information, and resources needed to accomplish the delegated task. Insufficient resources can hinder progress and create frustration. Support your team by removing obstacles and facilitating their success.
Offer Support
Delegation doesn’t mean abandoning someone. Stay involved by deciding early on how much involvement you are going to have. This might be through a weekly call, or some other communication updates. Being available and approachable encourages open communication and fosters a collaborative environment.
Recognize and Reward
Acknowledging your people’s hard work and accomplishments is essential for motivation and morale. Recognize their efforts publicly and reward exceptional performance. Celebrating successes reinforces a positive work culture and encourages continued dedication.
Learn from Delegation Experiences
Delegation is a learning process for both you and your people. Take the time to assess projects and identify areas for improvement. Reflect on what worked well and what could be done differently in the future. Adapt your delegation approach as needed to enhance efficiency and effectiveness.
In Closing
When I talk about delegation to peers, I use the phrase Aggressive Delegation. That isn’t to say, delegate by shouting hostile orders at people. I don’t want you to end up in a meeting with HR. By aggressive delegation, I mean delegating boldly, frequently, and without fear. Growth comes from delegation, do it unashamedly.
By understanding the importance of delegation, identifying the right tasks and team members, setting clear expectations, fostering trust, and providing support, you can create a high-performing and motivated team.
Embrace delegation as a means of empowerment and growth, and you’ll find yourself not only achieving success in your projects but also building a thriving and cohesive team culture.
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