How to Delegate Effectively

The secret of success is not in doing your own work, but in recognizing the right person to do it. Learn how to delegate effectively.

One of the most crucial and challenging tasks for managers and supervisors is to apportion work among their subordinates. Many managers and supervisors complain that they have too much to do and too little time in which to do it. Unchecked, this feeling leads to stress and ineffectiveness. In many cases, leaders could greatly reduce their stress by practicing a critical management skill - delegation.

Not knowing how to delegate effectively has been the downfall of many leaders – from top-notch managers to first-line supervisors. Conversely, mastering the art of delegation makes you a professional manager. Delegation is an effective means of developing your employees. And it's also key to organizational prosperity, also because it can strongly motivate your staff.

Benefits of Delegation

Delegation, when well-implemented, has several advantages for both the delegator and the delegatee, but also the organization.

Benefits to the Manager / Supervisor

• Makes your job easier and more exciting
• Reduces stress and makes you look good
• Frees you to do what you should be doing
• Develops trust and rapport with your employees
• Grooms your successor so that you can move on to bigger and better things. Often managers and supervisors derail their own advancement by not having someone ready to take their place.

Benefits to the employee

• Provides professional growth opportunities
• Develops their professional knowledge and skills
• Elevates their self-image and ultimately self-esteem
• Enhances their confidence and value to the organization
• Brings them personal satisfaction and a sense of achievement

Benefits for the organization

• Saves money and other resources
• Promotes teamwork
• Brings about professionalism
• Gives employees opportunities to be involved with decision making, which leads to higher commitment and increased morale
• Increases productivity and efficiency

How Well Do You Delegate?

The following exercise will help you identify your strengths and determine where improvement would be beneficial. Note down the number that best describes you (5 is the highest and 1 is the lowest). Then add them up to your overall score.

1. Each of my subordinates knows what I expect of them. 5 4 3 2 1
2. I involve employees in goal-setting, problem-solving and productivity-improvement activities. 5 4 3 2 1

The 4-Step Problem Solving Process

1

Identify the Problem

Define the gap between current state and desired outcome with data.

2

Generate Alternatives

Brainstorm multiple solutions without judgment; quantity over quality.

3

Evaluate & Select

Weigh feasibility, cost, and impact to choose the optimal path forward.

4

Implement & Review

Execute the solution, measure results, and iterate based on feedback.
3. I place my personal emphasis on planning, organizing, motivating, and controlling rather than on doing tasks others could do. 5 4 3 2 1
4. When assigning tasks, I select the assignee thoughtfully. 5 4 3 2 1
5. If a problem occurs on a project I have delegated, I give the employee a reasonable chance to work it out for themselves. 5 4 3 2 1
6. When I delegate work to employees, I brief them fully on the details of the assignment. 5 4 3 2 1
7. I see delegation as one way to help employees develop their knowledge, skills and expertise. 5 4 3 2 1
8. When I delegate a project, I make sure that everyone involved knows who is in charge. 5 4 3 2 1
9. When delegating a task, I balance authority with need and experience. 5 4 3 2 1
10. I hold my employees responsible for results. 5 4 3 2 1

Scores:

• 41-50: You are on target.
• 31-40: Getting by, but you could improve.
• 30 or less:  You need to change your delegation habits immediately.

Barriers to Delegation

Exhaustive research proves that the biggest barrier to delegation is you, the manager. Even when employees resist, the ultimate responsibility for that resistance often rests with their bosses.

Manager's Excuses - and Their Real Reasons

When managers are asked why they don't delegate more, they often give the following excuses :

• It takes too long to explain.
• My employees resist responsibility.
• It is easier and quicker to do this myself.
• My employees lack experience and competence.
• If you want it done right, you better do it yourself.
• No one on my staff is quite capable of doing the work.
• My employees won’t like me if I expect too much of them.
• I can do the work in my department better than anyone else.
• My people are already overworked. I can't offload anything on them.

Although managers/supervisors offer the above excuses, the real reasons may be discovered in the following list:

• What if the other person messes up the task? I am still ultimately accountable.
• If someone else can do my job, maybe I won't be needed anymore.
• I am the manager - I am supposed to have full control over everything.
• I'm comfortable doing the job I've been doing for a long time. If I give that up, then I have to concentrate on new responsibilities I am not comfortable with.

Be honest with yourself. What are the real reasons you don't delegate as much as you should?

Employee Resistance

Sometimes employees resist or fail to accept responsibility for some of the following reasons:

• Delegatees may feel that the task is being imposed on them.
• They may not have the skills, knowledge or ability to do the job.
• Lack of reward or recognition in the past for a job well done.
• They may fear criticism from the manager if they don't do things exactly as expected.

Study this list, and think of some other reasons. Then, ask yourself if you have in any way contributed to employee resistance.