“The best executive is the one who has sense enough to pickgood men to do what he wants done, and self-restraint enoughto keep from meddling with them while they do it.” ~ Theodore Roosevelt
How many times have you mumbled to yourself about your inadequate delegation skills … how a project went off the rails because you failed to properly delegate some of its most important elements? Not often enough, probably, because most of the time, we complain that "he just can’t be counted on" ... or, "she doesn't get it" … or something like "they can’t ever seem to follow through." We think we’ve clearly spelled everything out and getting it done should be a no-brainer. But, have we?
Barely a day goes by when I don’t hear from a CEO about the unremitting challenges to achieving accountability in her organization. The heart of that struggle is usually a flawed or incomplete process of delegation because delegation is a critical tool that we’re expected to understand but which we never learned.
BTW, this isn't just a challenge for inexperienced business leaders. When Michael Hyatt, on his excellent blog about "Intentional Leadership," discusses why we need to delegate, he refers to the advice given by Moses' father, almost 2,500 years ago, as Moses was wearing himself out trying to manage all of the conflicts among the tribes he was leading. Those timeless guidelines explain "why" we need to delegate, but how do we do it successfully?
Here are 8 Steps to becoming an Effective Delegator:
1. As with most things, how you start is how you finish, so make sure you consistently embrace this simple three word mantra: Set Clear Expectations. If you don't start from here, your chances of successful delegation are slim. Concentrate on the what, when and why to make sure the goals and objectives are clear, but from there, let your people figure out how to get it done. They may not take the same approach that you would, but as they meet the milestones, give them some room to maneuver and let them find the best way that works for them.
2. Help them out. It stands to reason that you must give enough guidance to help the person be successful. As you give them the what, when and why, make sure you share any tips and techniques that you think might help them, and let them figure out the how from there.
3. Make sure you distinguish between policy formulation and plan execution. There’s a big difference between asking one of your direct reports to create a plan or strategy and asking them to execute a plan that's already established. If you are giving them a wide berth to formulate a strategy, with little direction, don't be surprised when they come back with a half – baked plan because they don't have enough experience to build it, ergo, step #4.
4. You must ascertain whether the assignment is a stretch or in the wheelhouse of the person to whom you're delegating it. Do they have the tools and experience to be successful? Are they strategic thinkers or are they better at grinding out the details? Your customary "go to" person may be supremely reliable, but they may not be sufficiently versatile to handle everything you throw at them. Make sure you choose people carefully for each project you delegate.