by Lisa Symons, Symon Says Communication
Delegation in practice
I was working at my desk not long ago when I had the realization that it was so late that I had actually just started the regular work day for my team in Asia. I had been working these US/Asia double shifts for so long that my frustration, with the project and with my team, was rising. However, the team was bewildered by my reaction. They were doing everything I assigned to them. How could I be upset?
What indeed! I had fallen into an all too common trap. While I thought I was delegating, I was actually just assigning tasks and retaining ownership of everything. I needed to make big changes - and fast. I started to look at the times projects worked, seemingly without my intervention and when they didn’t. The solution jumped out clearly. I needed to delegate! Below are the five steps to successful delegation.
1. First, you must clearly define the task. What is it that needs to happen? What is your desired result?
2. Select the team or individual that you want to accomplish this result.
3. Inform the individual of what’s being delegated. Also let other people in the organization know who is now responsible for this task. This way they don’t keep coming to you!
4. Keep in place a monitoring system, so you can ensure that progress is being made.
5. And finally, after the task is complete, complete the final review. Look at lessons learned and look at ways to improve moving forward.
These five steps are logical enough - the key is putting them into practice. I started with the project that caused the most work hours for me. I looked at my Asia team to determine who had the ability to lead the team on-site, then, before assigning the team member the task, I set clear objectives and goals. Successful delegation requires a clear end result.
I selected Helen for the role. She had the skills necessary as well a willingness to take on more responsibilities. After I determined the right person, I knew I had to give her the authority she needed to meet her objective. This is an important point since you can’t expect success without a willingness to give up some authority. You also can’t just delegate it and walk away. You may need to teach new skills and also ensure that the rest of the team understands this shift in ownership.
After you’ve delegated, you need to monitor progress. Make sure that there are some scheduled goals and meetings to ensure that tasks are being completed. I usually do this in a 1:1 meeting. This is a time for us to talk about upcoming due dates and milestones as well as anything that may be of concern. Provide feedback and, if necessary, direction. Give your team clear objectives and goals and then provide encouragement to keep them on track. Boosting morale helps make sure that people are making progress. A good way to do this is by monitoring milestones.
Create small, interim deliverables to serve as checks-and-balances on the forward movement of a larger task. These milestones can provide a self-regulating form of monitoring, and a basis for progress reports (1:1 sessions).
What happens when you do have problems? You need to learn to manage by exception. When it comes to delegating, you need to keep it organized. Make sure you know where they are and that they know and can track their milestones. In my case, when Helen started slipping on a key deliverable, we worked closely together until she was back on track. It was difficult for me, personally, because I just wanted to fix it. In the short term, it would have been much faster to simply fix it and hand it back. However, I wanted Helen to retain authority over the Asia team - this required her to find the solution and implement it. How?
The key is developing a structure. If the people you’re delegating to are having trouble, help them, train them. Make sure that they understand that if they run into a problem, they can contact you. This extra effort should be short term and the long term benefits are many. They include not only the deliverable at risk, but the entire delegated ownership and who knows - maybe bigger and better projects in the future. With Helen, that was the case. She overcame the short term concern and the project went on to deliver on time. Even better, I was back to just working the US shift!
Ultimately, performance and deliverables are in your control. Are you ready to make it happen? Go to http://www.delegatesuccess.com and take the readiness quiz.
About the Author:
While 90% of managers delegate, only 5% of delegated tasks are completed without steady support from management. Take this quick quiz at
delegatesuccess.com to determine what type of delegation style you have. Get your projects done without working long hours! Lisa Symons has over twelve years experience in global IT management.