Delegation dynamics
Roopa Hegde

Delegating smart is a great way to get more work done and move up quickly in your career. Delegation earns you the respect of your team and frees you to do more of what you are best at doing. Are you among those chanting the mantra, ‘Too much to do and too little time’? May be, delegation is just what you need. Much has been written about the skill called delegation, yet there are very few who actually understand it and, of course, implement it successfully.

As much as you would all like to believe it, there comes a point when you can’t do it all. Although it’s impossible for any of us to do everything, we still cling to the good old adage: ‘If you want a job done properly, do it yourself’. When you try to handle too many tasks on you own, your run a greater risk of suffering exhaustion and producing poor quality work. Here’s exactly where delegation comes into the picture and helps you fulfill your responsibilities.

Delegation frees up time to do more of what you do best and affords you the opportunity to pull talents and capabilities. Moreover, it’s more cost effective to delegate work to an employee with the skills that you don’t have for a particular task, rather than wasting your time and trying at length on your own. To master this fine art, try the following tips:

First of all, identify and list the responsibilities and tasks that need to be assigned to others. Include all those tasks that you take too long doing, so you could delegate those activities to someone who could do it more effectively or someone with more time on their hands. Ensure that you are as specific as possible. The better you understand what needs to be accomplished, the more likely you’ll communicate the assignment clearly to your co-workers or employees.

The next step is to determine which assignments would be best suited to which member of the staff. Unless you are a veteran at judging people, you would find this part a bit unsettling as it calls for a solid understanding of the skills and knowledge of your employees. Consider the ability, experience and reliability of your co-workers while you match responsibilities to each person’s strengths. Allocate the more mundane tasks as evenly as possible; scattering the more exciting ones as widely, for this would help you motivate your staff. You could also offer individuals projects that you know they will enjoy — they will be more enthusiastic about undertaking the assignment if it’s something they love to do or want to learn more about. While assigning the tasks, ensure that your employee knows clearly what is expected of him/her, in terms of results, priorities and deadlines.

Effective delegation just doesn’t end after assigning the project: you need to check on the individual’s progress at the agreed times. Set clear deadlines so you don’t have to ask, "Are you done with the assignment?"

Bear in mind that you still need to trust him/her to complete the task you’ve assigned. Allow your employee to fully manage the project and make any decisions required but be there to provide additional assistance or guidance where needed.

Just as important as allocating the right assignment to each person, is thanking someone for a job well done. A heartfelt ‘thank you’ can go a long way towards motivating that individual.

After your staff successfully completes the assignment, do share the credit both ways — uphill with your superiors and downhill with everyone who contributed to it. Your encouragement boosts their confidence and competence and you’re sure to have more willing employees in the future.

Managerial functions should never be delegated — specifically personal or personnel ones. Responsibilities, including motivation, team-building, training, performance reviews and promotions, come in that category.

Delegating is not always easy; however, if you have any qualms about handing over certain assignments, think about the downside of not sharing your workload with others in your office.

On the contrary, delegation can also be used as an excuse for dumping failure on to your subordinate’s shoulders. It’s in your best interest to use it as a dynamic tool.