What’s UP (Weekly, Hot, Applicable Topic Summary - Unbiased Perspective)

DELEGATION

Delegation is defined as assigning responsibility and authority to others for carrying out tasks. Delegation is also described as empowering employees to make decisions, and/or choosing another person/group to represent the leader in executing an activity. This blog entry will address the art of delegation and highlight some of the characteristics of both effective and ineffective delegation practices.

The Role of Leadership and Delegation

The pillars of leadership consist of: communicating a shared vision; involving others to execute that shared vision; monitoring and measuring progress in achieving the goals and objectives; and acknowledging and rewarding success in accomplishing the goals and objectives. These leadership pillars are all embodied within the techniques of delegation. Although the gist of leadership and delegation is to get work done through others, this leadership tactic serves additional purposes as well.

First, delegation facilitates employee development. On the job growth can be accomplished. Subordinates are given the opportunity to obtain first-hand knowledge and experience. Leaders, managers, and employees who successfully execute delegation activities help sustain succession planning and individual growth. Succession planning and grooming a successor is an important step for all leaders. Consider the fact you may hinder your own promotion potential if you have not developed your replacement.

Second, delegation demonstrates the leader’s confidence and trustworthiness of employees. Research has shown employees are more productive and effective when they feel valued. Employees develop a sense of value to the organization when they are involved in the decision-making and they are trusted to execute their role. Employees who are not involved in decision-making, or are not trusted to execute tasks are not highly productive; and may even have low self esteem and lack pride in their organization.

Third, effective delegation will enable communication. Once the leader has selected the individual to delegate to, the task must be clearly described. The leader must explain what is to be accomplished; what the expected results are; and why the task must be accomplished. The leader and the employee must then discuss the resources needed to accomplish the task (i.e. training, money, equipment, other employees, etc.). Next, the leader and employee should “agree” on the timeline for completing the task. This crucial step ensures the employee understands what the task is, and also confirms the leader has clearly communicated expectations. Note that the leader does not totally walk away from the task at this point. The leader is still accountable for the completion of the task, and must be willing and able to help remove any barriers that may prevent the employee from successfully completing the task.

Finally, the leader must acknowledge and reward the employee upon successful completion of the delegated activity. In today’s economic environment, rewards and recognition is not always of a monetary nature. Sometimes, employees are more satisfied with a day off of work; or more development opportunities; or public acknowledgement from the leader than receiving a few extra dollars.

Ineffective Delegation

The art and concepts of delegation may seem simple. However, there are a few pitfalls which may deter this vital leadership practice.

1. If a leader does not clearly communicate and define the task, the employee may not achieve the desired result (“managing ambiguity” is another skill which will be addressed at another time)

2. Micromanaging or over managing – not giving employees the opportunity to demonstrate their knowledge, skills, and abilities will de-motivate employees. Micromanaging also shows a lack of trust and confidence in employees. While some employees may be comfortable with leaders who micromanage, the majority of employees will seek career opportunities elsewhere. Sense of value and sense of accomplishment are big motivators for high-potential employees.

3. Encouraging or coercing employees to execute unethical, immoral, or illegal activities is wrong. Corporate Social Responsibility and leadership integrity have forged into the limelight of the business environment. There are legislative acts in place to curtail unethical behavior and lack of privacy such as: Sarbanes Oxley Act; HIPAA; FERPA, etc. Asking an employee to engage in an activity that violates these laws is unacceptable.

Implications for Leadership

Effective delegation can be the impetus for sustaining a productive, high potential organization. It can promote the bonds of trust and confidence between leaders and subordinates. Delegation will also enable and enhance communication.

A workplace environment that does not support or execute effective delegation practices may be unproductive. Some of the symptoms identified in such an unhealthy environment are: unmotivated employees who feel no pride or sense of ownership in their organization; frustrated employees who feel they are not given the opportunity to apply their expertise; lack of development and grooming for future organization leaders. These symptoms may also lead to the more common maladies and dysfunctional behaviors of employee absenteeism, tardiness, and turnover.

One final consideration on leaders who are “leery” about delegating tasks. Some leaders may feel if an employee is too successful in accomplishing a delegated activity, that employee may eventually supplant/replace the leader. Developing and grooming your replacement is part of a leader’s job. If you do not have a replacement, you may not be able to get a promotion to further your own career aspirations. Having highly successful employees should not be feared, but embraced. Some leaders may feel they do not have capable, competent employees within their staff to delegate important activities to. If this is the case, the employee is not the one at fault. The leader who hired the employee has possibly (probably) selected the wrong person for the organization.

More information on leadership and delegation can be reviewed in Corporate Leadership Selection: Impact on American Business, Employees, and Society (Authorhouse Publishing).

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