Giving it all away

This week I had the satisfaction of working myself out of a job. As a consultant it’s part of what I do. I create plans, systems and processes, and engage people in them with the ultimate view that they become part of my client’s business; owned by the employees. There are some similarities to delegating.

Delegating multiplies your effectiveness provided 1) the people you are delegating have the skills to do the job and 2) you have the ability to let them do it their way and don’t have the need to look over their shoulders every five minutes.

The group I handed control to was a team going through a major change. Connecting this group to change meant we had to set up projects that connected and involved them, in a meaningful way, in the new world they were to work in; in other words they needed to take ownership of the process. In this instance a young woman had embrace a leadership role that she was very unsure about.

As a seasoned employee it’s sometimes hard to understand why a task you are so comfortable with should be so daunting to someone else. Sometimes we have to look to our personal lives to better understand how to support people. As parents, partners and friends we can certainly understand what it means to take on new ventures; the exhilaration and anxiety that goes with a challenge. Once we can connect with that experience – we can plan for success.

Here are my 11 steps for effective delegation for managers and employees:
1. Delegation means you transfer authority and the associated responsibility, from an employer or superior (who has the right to delegate) to an employee or subordinate. This means that someone else is now responsible for the work. So – butt out. Provide support and guidance but understand that everyone does things differently. Don’t you hate being micro-managed? Why would you want to do the same and lose the trust of an employee you value?
2. Delegation is an opportunity for both the manager and the employee. It’s a thoughtful process which means you don’t just give away work because don’t enjoy it. You do, however, want to give away work that will stop you from reaching your full potential.
3. Think about the fit. Does the employee have the skills to take on this task?
4. Plan the handover. Define the tasks and how the transition will take place.
5. Take time to communicate the new process to the assigned person; let them know why you are delegating to them. They need to understand what they are getting out of the assignment.
6. Think about training and resources. Will the individual need some training or additional resources?
7. Be extremely clear on your expectations.
8. Get agreement on timelines.
9. Make sure the individual is reporting to you on a regular basis.
10. Is there anyone else who needs to know about the delegation? If yes - inform them. Connect your employee with them.
11. Stay in touch. Provide feedback. Create a safe environment for your employee to grow.

By the way, I am delighted to report that the young woman I mentioned in the third paragraph has taken on the challenge with gusto. In fact she has improved on the process I started her off with. She has the advantage of a manager who meets with her regularly and supports her every step of the way. He trusts her enough to let go, but is caring enough to make sure she is not left alone.