Delegation Done Right
Delegation equals dollars. Want to scale? Delegate? What to be profitable? Delegate.
Delegation is key to performance and a sign of great leadership. Smart delegation allows you to leverage the strengths and skills of your team and its members and to leverage your own time.
So, it is disconcerting that research by Gallop found that only 1 in 4 entrepreneurs have high level talent as a delegator.
Why? I think it's a question of control. A misunderstanding that delegation means you are giving up all control. It's a belief that this is your baby and you know it best. Nobody could possibly do it as well as you can.
Yes, you are giving up some control but there are limits. I am not asking you to delegate your leadership role.
It is also a fact that delegation takes practice.
Here are 3 key steps to effective delegation.
#1 Authority & Responsibility
You have to delegate responsibility and authority. Delegation doen right is about sharing and engaging. Allowing others to be participating partners in the growth and success of the business. Not task monkeys.
Delegation is not about dumping work on a junior member of your team. Off-loading the stuff you don't like to do (it may be a byproduct!). Rather, it's a shared process.
You should encourage questions and provide feedback throughout the process but be careful not to take the authority back. If you do, you will become a bottleneck, holding up productive work. ot to mention, you end up doing most of the hard work.
You should be there to support, to redirect when necessary, make suggestions when appropriate, and give advice based on your experience and knowledge.
#2 Delegate Results
Delegation means assignment responsibility for outcomes (and giving the authority to get it done!).
Effective delegations starts with defining and explaining the results you want. Clearly communicating the strategic goals and KPIs that define success. Explain how what they are working on fits into the broader strategy and vision.
Then, let them determine the method for getting it done. Let them be creative in how they execute - maybe they won't do it like you would do it, but they might just do it better. For example, let them figure out how to collaborate in a way that works for them and their colleagues. This is how they will develop the soft skills necessary take on more leadership roles and more challenging projects.
Sure, they will come to you with questions and for advice but let them take the lead on how they get the work. done. Don't micromanage. Someone I used to work with said - nose in, fingers out!
Give them the resources they need and clear instructions - the what and the when. Give some guidance on the scope of authority - what will it take to complete the task and how much are you comfortable giving (check yourself - are still holding on too tight!). Discuss how you will monitor progress and what controls are in place to keep everything on track. What are some critical milestones for check-ins?
#3 Choose the Right Person
Do you know your team members? Do you know their strengths, weaknesses and professional goals? Do you know their preferences - how they like to work, for example? Have you asked them? Have you provided feedback and debriefed prior projects with them? What do they perceive as their strengths? How do they think they can best contribute to strategic challenges and opportunities?
Great leadership aligns those strengths and professional goals with the right opportunities. By delegating you are identifying team members with potential and nurturing the development of new skills and capabilities.
It is not only a way to boost performance, it is a way to cultivate future leaders and promote from within your organization. As you scale, you will continue to add layers of leadership and need to manage seamless cross collaboration. Maybe you let someone take the lead on a project involving other departments or manage a team for the first time.
Share why you think that person in particular is the right person for the project or task. How you believe it will help them grow.
Delegation is a question of trust. The only way you are going to trust someone is if you believe you have the right person for the job.
Delegation is good for you, it is good for your team, and it is good for business. So, practice and be intentional. What are you delegating? How are you delegating? How much is too much authority or too little? How can you improve your process when it falls apart? I promise you will get better with practice, strong feedback loops, and self-reflection.