9 steps to successful delegation

Delegation:9 Steps to Successful Delegation

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Nine Steps to Successful Delegation

Define the task– Make sure that the task is spelled out –

HOWEVER, only be specific about the result, not the methodology, the objective, not the procedure.

Nine Steps to Successful Delegation, cont.

Select the individual– What are your reasons for delegating to this

person? – What are they going to get out of it? – What are you going to get out of it?

Use delegation to build people – consider delegating non-critical tasks first to develop yourself and the process.


Assess ability and training needs– Is the other person capable of doing the

task?– Do they understand what needs to be

done. If not, you can't delegate.


Explain the reasons– Why are you delegating to that person? – What is its importance and relevance of the job? – Where does it fit in the overall scheme of things?

Remember, don’t do all the talking, and don’t delegate in the hall. Delegate in an environment that is conducive to fully explaining the project. – Minimize interruptions and allow plenty of time for dialogue. – Involve the employee in the discussion and encourage his/her

suggestions and comments. – Instead of asking “Do you understand?”, ask questions such as,

“Any ideas as to how you’ll proceed?” – You’ll get a better sense of whether or not your request was clear.

Verbalize required results– What must be achieved? – Clarify understanding by getting feedback from the other person. – How will the task be measured? – Make sure they know how you intend to decide that the job is

being successfully done.– Remember, - delegate responsibility, not work.


Consider what resources are required– Discuss and agree what is required to get the job done. – Consider people, location, premises, equipment, money,

materials, other related activities and services.– Remember that authority is a resource. At a minimum, you

should delegate enough authority to get the job done.


Agree on deadlines– When must the job be finished? If an ongoing duty, when are

the review dates? – When are reports due? – At this point you may need to confirm understanding with the

other person of the previous points, getting ideas and interpretation. As well as showing you that the job can be done, this helps to reinforce commitment.

– Methods of checking and controlling must be agreed with the other person. Failing to agree this in advance will cause this monitoring to seem like micromanaging, interference or lack of trust.


Support and communicate– Think about who else needs to know what's going on, and

inform them. Involve the other person in considering this so they can see beyond the issue at hand.

– Do not leave the person to inform your own peers of their new responsibility.

– Warn the person about any awkward matters of politics or protocol.

– Inform your own boss if the task is important, and of sufficient profile.


Feedback on results– It is essential to let the person know how they are doing, and

whether they have achieved their aims. If not, you must review with them why things did not go to plan, and deal with the problems. You must absorb the consequences of failure, and pass on the credit for success.

– Don’t let the employee delegate the work back to you. If they bring a problem to you, you can listen without assuming responsibility for solving the problem. The employee may stop you in the hall and ask, “What do you think?” Turn the question around and say, “What do YOU think?” Or the employee may ask if it is possible to delay the deadline for another week. Again, turn the question around and say, “Is it? Will that help us reach our goals?”


Feedback on results, cont.– Ask questions like:

– What recommendations do you have for how to handle this situation?

– What are some feasible alternatives?– Which move do you suggest we go with?

– In other words, don’t rescue! In your dialogue, keep the focus on the employee and don’t let them put the monkey back on you.


Closing the Deal

Be available– The last step of the process is to make sure that the team member

knows that you want to know if any problems occur, and that you are available for any questions or guidance needed as the work progresses.

– Don’t throw a task “Over the Wall” or “Delegate and Ditch”

REMEMBER – Delegation is a tool for success or failure

“When you empower someone else, you lose NONE of your power; in fact,

you gain strength by sharing knowledge”

9 steps to successful delegation

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