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Six Steps to
Effective Delegation
By Vistage speaker Donna Genett
Delegation is more
than just a way of getting people to do things for you. It is also a
powerful leadership and coaching tool.
When used properly,
delegation enables you to increase productivity and profitability, improve
morale and increase retention. Perhaps most important for overworked and
overstressed CEOs and executives, it allows you to enjoy professional
success and still have a personal life.
Achieving these
results requires effective delegation, which involves six basic steps:
1. Prepare in advance.
When it comes to delegation, the Nike approach (just do it) does not work.
The more you prepare, the better your results.
Before delegating,
take the time to think through the task and identify whom you will delegate
to and the outcome you want. In addition, identify a goal and purpose for
the delegation. For example, using delegation as a coaching tool is very
different from trying to get a pile of work off your desk. Your goal will
determine the approach you take.
2. Discuss the task to be
delegated.
Engage the employee in a specific conversation about the task you want to
delegate, then have them repeat back to you (in their own words) what they
heard. Make sure both of you are in agreement regarding the task being
delegated and the outcome you desire.
When preparing for
this step, ask yourself questions like:
-
What needs to be done
in a particular way?
-
Where does the person
have some creative freedom?
-
What specific
outcomes am I looking for?
-
How likely is it that
the person will succeed?
3. Identify the deadline for
completion.
This seems obvious, but managers often fail to clearly think through this
step. Make sure your deadline is realistic and achievable, particularly when
delegating a stretch goal or something the person hasn't done before. If you
think the employee might need some revision time, build it in up front so
you don't end up at the deadline with a different outcome than the one you
wanted.
When setting the deadline, take into account where the delegated task fits
in with the person's existing job responsibilities. Ask yourself, what level
of priority does this task have with other tasks that have already been
delegated to the person? This is particularly important when
cross-delegating between departments, where it is essential to establish
priorities and make sure all managers are in alignment with those
priorities.
Also, think about
the person's chances of success. Is the employee likely to get the task done
in the time frame you have set? If not, what modifications to the deadline
are you prepared to make? If the deadline is inflexible, you may need to
choose someone who has a lighter workload or someone you know will get the
job done. Or, you may choose to split the task between two people. The key
is to delegate according to the flexibility of your deadline.
4. Outline the level of
authority.
Clearly outline the level of the authority you want the person to have. Then
stand back and let them act. Different levels of authority include:
-
Recommend.
Ask the
person for a recommendation on a course of action, but you make the final
decision. Use this level when:
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The risk associated
with the task or project is high
-
The person has
little experience in the area
-
You need options
researched and a best course of action chosen
-
You want to provide
the person with a learning experience
-
You want to gain
buy-in
-
Inform and initiate.
The
person will inform you before they take action. Use this level when:
-
The risk associated
with the task or project is moderate enough to allow some freedom and
flexibility but you have some concerns about giving full authority
-
The person has some
experience in the area but you want to provide some coaching.
-
The person has
succeeded at the “recommend” level and proven they are ready for the
next level.
The “inform and
initiate” level is also good for projects that need to be completed over
time so you can check in on different phases, or when you want to broaden
someone's level of responsibility.
-
Act.
The person has full
authority to act on their own. Use this level when:
-
The risk associated
with the task or project is very low
-
The employee has
plenty of experience in the area
-
The person has
succeeded at the “inform and initiate” level and proven they are ready
for the next level
If your primary goal is
to get the job done, choose someone who already fits into the “act” level.
To engage in coaching and development, select people in the first two
levels.
5. Build in checkpoints or
progress reports.
At the
beginning of the task or project, schedule a series of checkpoint meetings.
Build them in early and close together at first, then taper off as the
person begins to master the task. During the checkpoint meetings:
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Review the work that
has been accomplished to date and give feedback on how well it is meeting
the criteria established in step two.
-
Identify anything you
would like the person to do differently. Ask them to repeat back your
requested modifications to ensure they understand.
-
Ask the employee
questions like: Are you encountering any problems? If so, what are you
doing about them? Are you staying within your limits of authority? Are you
on track to complete the task or project on time?
-
Provide
encouragement, coaching and feedback.
-
Set the next
checkpoint meeting based on how well they’ve performed to this point.
6. Conduct a final debriefing.
The final debriefing consists of a two-way discussion about how the
delegated task went. It allows you to:
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Reinforce growth that
has occurred
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Outline areas for
additional growth
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Applaud success
-
Document performance
problems
-
Provide real coaching
Debriefing involves
a mutual inquiry. Ask the employee how they think they did on the task or
project, provide feedback on how you think they did, and discuss any
differences in your assessments. Next, have the person provide feedback on
your performance as a delegator, give your own assessment, and discuss any
differences. Offer the person suggestions for improvement and listen to any
they might have for you.
As CEO, you should
delegate about 90 percent of what comes across your desk, so that you focus
on the strategic opportunities in front of the company. Using these steps
will give you the tools and the confidence to delegate in a manner that
achieves the results you want, while helping to grow your people and
enabling you to become a more effective leader.
 Donna
Genett is president of GenCorp Consulting, a Sanger, CA-based firm
specializing in executive coaching, team performance enhancement, strategic
planning, training and development. This article is based on her book, “If
You Want It Done Right, You Don't Have to Do It Yourself!: The Power of
Effective Delegation” (Quill Driver Books, 800-497-4909)
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