One of the common questions we get from entrepreneurs is “How do I find the time?” or, put in the phrase of a restraint, “I never seem to have enough time.” It’s common in corporate management training to hear the word “delegate” repeated like a mantra, but it does take some time to understand what delegation means.
I’ve mentioned before, but it bears repeating: If you want something done right, do it yourself; if you want it done, delegate.
There are a few key concepts to handling delegation well. Those who are old hat at delegation may already know these items, but everyone can use a refresher.
1.) Determine why you are delegating. Is this within the responsibilities of another job? Is it because it’s boring work and you don’t want to do it? This is the time to be honest with yourself. Determining why you are delegating work is a key point in allowing yourself to let go, but also in conveying what it is to the person handling the task and why their load is increasing. Most often you should delegate when you’re giving someone the responsibilities of the position that you’ve been handling. Delegating work that is boring is our first instinct, but you can’t have your team handle all the boring stuff while you handle all the fun stuff or your team will go work for someone who has learned to share. So find out why you are delegating and make sure everyone involved understands.
2.) Ask for the result, give help when needed. In our desire to get things done right, we often go too far on the “teach them to fish” adage. While teaching your delegatee the items they need to know to get the job done is important, it’s also important to let them find their own method. Often, while teaching them to fish, we choose their pole, their bait, their line, the water they’ll be fishing in, the shoes they’ll be wearing…you get the picture. The concept here is that you can show them how you want it done only if you don’t plan on delegating the responsibility. The two items are mutually exclusive. You cannot give them the responsibility, but also make them do it exactly the way you want. Ask for the result you want, instead. Give them the fishing pole and show them what to do, but let them find their own way. Help them when they have questions and when they get stuck, but do not try to do it for them. Otherwise you’re not delegating, you’re just sharing work.
3.) Follow-up regularly, don’t nag. Just because you’ve delegated an item doesn’t mean you completely forget about it, nor does it mean that you get to only ask about it at the monthly staff meeting. You’ve delegated one of your responsibilities, and it’s still your responsibility to make sure it gets done. Every task is different, but follow-up with questions like “Is there anything you need from me?” and “Have you hit any roadblocks?” Don’t follow-up with phrases like “What’s the status?” or “How’s it coming along?” The first set conveys that you’re leaving the responsibility with them, but available for help. The second set conveys that you want to be kept in the loop every step of the way, helping to defeat the purpose of delegation. The frequency with which you follow-up should match the criticality of the situation and should be tailored to the communication style of your delegatee. Asking every day for the item that is due at the end of the month is too often. Planning to ask once a day for the item that is due this afternoon is probably too infrequent. This is where knowing your employees and your atmosphere is important, don’t micromanage.
The strategies for each of the above concepts could be a post all on their own and developing your own style for handling each is incredibly important to the success of your delegation. This is where it starts, though, and the first step is usually the hardest.
What are some tips that you have found work well for delegation? What are some tasks you know you should, but have trouble delegating?