A good leader knows when to delegate tasks and to whom. This helps them free up their schedule to focus on more critical aspects of their job. However, at all times, the leader is aware that they need to take responsibility for the way the delegated task is performed, monitor its progress, and assess its success.
Yet there are many situations when delegation turns into an abdication of leadership prerogatives. In most cases, this unfortunate situation starts with good intentions and a genuine attitude of showing trust in the capabilities of other team members.
What Exactly Is Leadership Abdication?
First of all, let’s have a clear understanding of the terms we are using. To delegate means to entrust a task or responsibility to another person. To abdicate means to relinquish responsibility and control over the task. Thus, it is a failing of your duties.
So, how does this failing occur? To fully understand this concept, we have to create a scale of control. At one far end of the spectrum, we have micromanagement. It happens when managers feel they must control how every task is performed, in every minute detail.
In the middle we have delegation. A leader will entrust a team member with a task, but retain a measure of control, as well as share accountability for the outcome. Abdication appears at the other far end of the spectrum. The leader is completely disconnected from the task, from the way it is performed, and from its outcome.
How Does Abdication Occur?
As we stated before, abdication may start with the best intentions. Leaders want to show their team members that they are trusted and given the freedom to use their creativity and skills in performing complex tasks.
In some cases, this is a successful decision. Top performers are always delivering the expected results (or even beyond expectations) and the leader can free up their schedule by transferring all responsibility for the task to these top performers.
What happens when a new hire is given the same level of trust and control?
The Pitfalls of Transferring Responsibility Before Proven Results
Delegating tasks to a new hire is not a bad decision per se. However, it is always better to err on the safe side and include a measure of control over the way the employee handles the task.
Without falling to the other side and micromanaging the respective task, the leader ought to ask for regular updates and keep an open-door policy, encouraging the employee to ask for guidance when they stumble upon difficulties. Otherwise, giving a new hire too much responsibility becomes a burden for them. Not only will their own personal record suffer in case of failure, but the leader’s reputation, as well.
How to Delegate (and Not Abdicate)
So, how do leaders delegate tasks while staying in the loop and getting the desired results? The art of delegation is something that every leader must develop and refine, adapting it to their own personal leadership style and organizational culture.
However, there are a few common elements that we can outline:
1. Clarity in Outlining the Task
The first step in successful delegation is telling the employee what they have to do in clear terms. The outline must be detailed and include all the information the employee needs in order to perform the task, including:
- Milestones
- Expected outcome
- Deadline
- Other stakeholders involved in the task.
Thus, both the employee and the leader are always on the same page when discussing various stages of the task/project.
2. Requesting Status Reports
A leader who abdicates simply hands over a project and is no longer involved in it. A leader who delegates expects to receive regular status reports on the project. At the same time, as stated above, the leader will encourage the employee to ask for clarifications/guidance when they encounter a difficulty.
3. Checking Milestones
Simple tasks have one deadline when the work must be completed. For complex projects, the leader creates realistic milestones and checks that they are met. This will allow the leader to appreciate how effective and productive the employee is and step in or delegate the task to someone else if the progress is not satisfactory.
This article was originally published on pldx.org.
