The Tribune

One of the supervisor-manager’s main roles is to delegate tasks and assignments to other team members. Men and women in authority have often been labelled micro-managers for their constant oversight of employees to whom assignments have been given. These leaders fail to understand the power of sharing workload, and engaging team members, in important aspects of the company’s business.

Delegating is a great way to ensure more tasks are done in less time. It is the truest measure and demonstration of teamwork in the workplace. Leaders failing to delegate assignments soon find themselves in a ‘burnt out’ state and, more sadly, they allow their departments, organisation and own personal reputations to suffer because of such inadequacies.

Delegating tasks and assignments is a skill acquired, and used effectively, by a small handful of successful leaders. There are any number of reasons given (most of them ‘cop outs’) as to why it is difficult to delegate. Here are a few:

1. Staff incompetence: Perceptions that the team is not up to scratch in meeting the assigned task.

2. Limited time: I need to get it done and do not have the time to brief anyone.

3. Trust issues: I cannot trust anyone to perform certain tasks, as they will certainly not do it justice.

4. Insecurity issues: I have a high-level of incompetence, and need to guard the little that I know.

5. Communication issues: I have fears or issues communicating, and my team has issues understanding.

Here are a few important tips that effective leaders must consider to effectively delegate to team members:

• Responsible delegators must first clearly map out what is to be delegated, and what the anticipated outcome should be.

This is not a dumping process where the leader sorts through the meaningless work to pass on to others. Rather, it is a fair and well thought-out sharing of important tasks and assignments to all members of the team.

An assessment of team skills is naturally part of this process. Every responsible leader knows those individuals on the team with writing, speaking, negotiating and problem solving skills, and how to best leverage them for the good of the organisation.

• Once you have taken the time to map out exactly what you are looking for, you need to communicate that information to your employees. Be sure to include clear information on timing, budget and context, and set expectations for communication and updates, including frequency, content and format.

• One of the most common mistakes made in delegating is assuming that employees understand what you want, rather than making sure that they do.

Ensuring understanding only takes about 60 seconds, but is the most important determinant of success or failure. The leader should use multiple methods for confirming understanding, which might include a personalised memo, the general staff briefing or a mapping sheet.

The key to ensuring the employee has understood is to keep the lines of communication open, and have the employee ask the relevant questions.

• Managers often just assume that employees have accepted the tasks they have been given. The manager must always ensure the employee knows they have assumed ownership of the assignment and, as such, they are committed to the expected results and the process that has been set out (including the schedule, budget and tools).

Make sure their overall goals for the task are aligned with yours. They must also be made aware of any consequences (for the company and for themselves) that may result if they fail to deliver on the desired outcomes.

• Managers must be committed to assisting team members through the process. This requires the leader to provide the tools required for success, otherwise the assignment will be dumped by the employee.

If an employee reaches an impasse, treat it as a learning opportunity. Coach the employee through it, making sure he or she has the resources and knowledge needed to complete the task.

Accountability is key to the process of delegation. It means employees are regularly communicating with you about the status of the deliverable and the timing of delivery, so that there are no surprises at the 11th hour. A firm date must then be given, and established follow-up times set. Guard against the perception of micro-managing throughout this.

Follow these tips, and you will begin the important shift towards excellence and establishing a new corporate culture.

• NB: Ian R. Ferguson is a talent management and organisational development consultant, having completed graduate studies with regional and international universities. He has served organsations, both locally and globally, providing relevant solutions to their business growth and development issues. He may be contacted at tcconsultants@coralwave.com.