What Does Delegation Look Like?
When thinking about delegation, several roadblocks can come to mind in what keeps anyone from properly delegating. But an area of discussion we do not focus on is how to delegate well. We all can agree delegatation is difficult, but can be something we learn and get better at. Here are specific ways you can delegate.
Delegation is SMART. Having a starting place with goals before you ever delegate is very important. Here is a great acronym for setting goals and ultimately delegating. The SMART acronym looks like this:
-Specific
-Measurable
-Agreed
-Realistic
-Timebound
Read more about SMART goals here.
Here are several different ways you can delegate:
- Find task you are willing to delegate.
You should be using your time on the most critical tasks for the business, and the tasks that only you can do. Delegate what you can’t do, and what doesn’t interest you. For example, looking at analytics is not my strength. But knowing the importance of analytics I need to review and examine, passing off this task to someone with a desire to learn more can save me time and empower our team. This also allows me to stay at a 40,000 foot view of everything and see an overview of the analytics from the team. - Learn the strengths of your team.
Listen and observe. Learn the strengths, values, and characteristics of your team through interview questions (before you hire them), task, and general conversation. Give the work to people who deliver, not the people who are the least busy. Keeping people in their strength zone will be the most important delegation you can do.
“Talent is the multiplier. The more energy and attention you invest in it, the greater the yield. The time you spend with your best is, quite simply, your most productive time.”
― Marcus Buckingham
- Trust others with what you delegate.
This is where micro-management could be on display. I say could be, because we have the choice. When delegating we are giving over a task, a part of the project. It’s easy to sit there and manage every step of your team member, don’t. In this time you have to give the person you have delegated the job a chance to do it their way and prove themselves. Let your team earn your trust through some freedom and oversight. - Give clear task and steps.
There will be a fine dance you perform between giving detail and freedom. You want to over explain but not to the point of doing the job for them. This could be the hardest step in delegating. Explaining the task without painting the whole picture step-by-step. A good delegator is able to set the vision and task without also completing the task for the team. - Set accountability and goals.
Provide a great follow up system to your team will be critical in task completion. Instead of asking “How are you doing?” provide clear check points and updates. This will give your team deadlines and keep them accountable to their work. - Give credit where credit is due.
This seems simple of the surface, but difficult in practice. Because you are moving from chief doer to chief leader, you will struggle to not get all the praise. But that is what a leader does, points the light on those that have completed the task. This will build strong unity amongst your team and will ultimately lead back to you getting credit for being a great leader. Always give credit where credit is due. - Delegate ownership and authority, not just the task.
Managers who fail to delegate responsibility find themselves still involved in the task. Giving over authority to make decisions and take ownership removes you from having to oversee every project. Going back to setting accountability and goals, you will have put in place check points and reviews, but beyond that, giving over ownership will empower your team to work with their strengths and complete the task assigned. It will also keep you out of the process and micro-managing your team.
This is part 4 of a 5 part series on the art of delegation.
More available here: https://medium.com/the-art-of-delegation
