As we climb the corporate ladder, sooner or later, we will have people reporting to us. Delegating is a vital career skill to get more things done and free us with more time for strategi matters. How do we do it?
Find out why if we did find it hard to delegate
Is it because we are afraid we will look bad? Is it because we don’t trust the staff is fast, thorough or experienced enough? When we feel this way, no wonder we would rather do the task ourselves. At least we retain control. But that is short-sighted thinking. True, we get the thing done the way we like it. But we would rob our staff of opportunities to grow professionally and personally. In the end, we may even lock ourselves in our current post because senior management may want to promote us but couldn’t find a qualified successor among our staff.
Check with your boss
Do not immediately assume you have complete discretion; you may be overstepping your boundaries without knowing it. Depending on the situation, make sure your boss agrees what responsibilities you can delegate. If there are certain things your boss wants you to handle personally, don’t pass the ball. He may have a special reason for this instruction, for example, the information you are handling are strictly confidential.
Make sure the employee has what it takes to do the job
This implies that you take time to know the capabilities, experience and even idiosyncracies of your direct reports, an oft-neglected principle in management. Ideally, delegate a task to someone who not only can do the job, but also relishes it. To do otherwise is to set up the staff to frustration and failure.
Let your staff know why they are doing this task
For example, instead of just telling someone to crunch numbers, explain that his numbers are needed for vital pricing or acquisition decisions. That way, the staff realizes that he is not some midless machine but is playing an important (maybe even sensitive) role in the organization. Added benefit: he would be motivated to be more thorough or conscientious on the task.
Ask the staff to describe what they think you want them to do
You don’t want them to toil hours or seven days, only to discover that they have been doing the wrong thing. Refer to a previous Career Roadmap article (July 12, 2009) for fundamental communication principles, notably: It is not what you said, it is what they understodd.
Give the staff freedom as to how the job should be done
Many times, we fall in love with our own styles and are uncomfortable if the staff does it like Frank Sinatra, “I did it myyyy way!” Someone describes delegation as a flying kite: for your staff to soar, hold on to the leash, but give them enough slack. Tell the staff the basic deliverables: a presentation, a schematic diagram, a cost figure. Then let them run with the ball. Tip: have a “contract” as to schedules or deadlines. That way, you don’t have to worry whether he is running late and keep pestering him, “How is it doing?” Who knows, you may learn something new along the way, even an issue you never thought of before. This does not exempt, you, though, from checking their work. The command responsibility is still yours.
Make sure you tell your staff certain rules or constraints that must be followed
It will be difficult if the staff proudly turns in his work and his ego deflates when you exclaim, “Oh, I forgot to tell you: the budget is limited to so-and-so, we are not supposed to add new manpower, and company policy frowns on this…” Don’t be surprised if later on your staff looks at you as if you were Dilbert’s incompetent boss.
Provide all the resources the staff needs to do the job
You may have to open some doors for him, for example, he has to get data from someone and only you can persuade that someone to give him access to the records. Don’t forget that most basic resource of all: your experience and guidance. Remain accessible. But don’t micro-manage either: constantly looking over his shoulder if he is crossing his T’s and dotting his I’s.
If the job is done well, commend the subordinate
Tip: some people are embarassed if praised in public, while some will be offended if praised only in private. Again, it goes back to knowing your people. If the result is not to your expectations, show your staff how to improve. Focus on specific behaviour (“Your report has missed its Tuesday 9AM deadline for the past two weeks.”) rather than personalities (You’re not really serious with your job.” Listen to your subordinate’s side – but be wary of lame excuses – and arrive at a constructive solution together.
Conclusion
When you are empowering your staff by way of delegating, expect them to be energized for their work. Your move will be seen as a vote of confidence in them, rather than regarding them as robots cranking out boring, routine and (heaven forbid) unrecognized labor. –Nelson Dy, Philippine Star
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