The Art of Delegating

In this post, I’ll share a few observations about improving office life, and I’ll turn in particular to the theme of delegating tasks.

A few years ago, I had a French boss who had placed on his desk the following sign: “If in Doubt…Delegate!” And he was very happy with that sign. Ironically, delegating was something that he was not always prepared to do!

I read an article recently in a Cadre Emploi newsletter. While not quoting any formal statistics, they claim that in France, managers speak a lot about delegating…yet few actually put it into practice.

I’ll endeavour to explore this vast subject quite quickly and make a few suggestions for how it might work better.

First of all, what does “delegating” mean? In short, it is a transfer of responsibilities and even power, generally for a short period of time. Yet even though there is this temporary element, many people are loathe to delegate.

Some are perhaps worried that delegating will be perceived as a sign of weakness. If they have to get someone to help them, does that mean that they are less competent than before? Or maybe they are concerned that the person who has received this assignment will try to eclipse them in some way and/or “steal” their job…

Ideally, however, delegating is a win-win relationship. The manager wins since he or she can free up some all-important time and energy for another, perhaps more important, assignment. As for the employee concerned, they win since it gives them an ideal opportunity to develop new or improve existing skills, as well as allowing them to acquire more professional assurance and confidence. And in the long-term, it could even give their career prospects a good boost too.

Having said that, it is so important to establish a solid framework before kicking-off.

First of all, the manager has to be very careful about who they choose for the task. It should, of course, be somebody who has the pertinent skills required (for example, technical know-how, product or service knowledge) as well as an appreciation for change and challenges. On no account should a manager force someone to accept an assignment nor should they choose somebody unsuited to the task. This often creates frustration and jealousy…and rarely leads to success.

Once that has been done, clear communication is essential: what is to be done, why, how, and for when? If something starts to go wrong, what corrective action can be taken? If the employee lacks skill or knowledge in a certain domain, how can that be dealt with before a problem arises? And finally, is it clear to other people what this delegated assignment is all about? If not, the employee could pass for an imposter or the boss’ favourite … hardly an ideal path to success.

Again, ideally, some sort of written contract should be used since it states clearly – for all to see – who, what, when why and how. It also reduces the risks of criticism or recriminations.

During the assignment, regular update meetings may be useful. This can reassure the nervous boss as well as encourage the employee who still has a few doubts. As a result, the boss can now sit back and relax … or, in most cases, focus on something even more important or urgent!

After the assignment, most people I have worked with point out that a full appraisal meeting is useful too. It is an ideal way for all involved to take stock and learn. Indeed, it may pave the way for making these delegated tasks a permanent fixture … and there’s nothing wrong with a win-win situation like that!