Delegating is an important skill to master as you learn how to manage your time well.

In this session, we will explore the five levels of delegation and some guidelines for success. You will then apply your knowledge to a case study.

Assigning Tasks

Do not waste your time doing things that somebody else can do, especially if they can do them better than you. Save your time for those things that you are uniquely qualified to do

Delegating does not mean that you “give away” work completely. As the owner of a task, you must remember that you are ultimately responsible for the results that are achieved.

If you are not in a leadership position, you may be thinking that you do not have anyone that you can delegate to, but that is often not the case. In many work teams, we can delegate laterally to a colleague who has a particular expertise, who is looking for some skill development, or simply has some extra time.

In The Creative Edge, author William C. Miller defines five levels of delegation:

• Tell: “Based on my decision, here is what I want you to do.”
• Sell: “Based on my decision, here is what I want you to do, because…”
• Consult: “Before I make a decision, I want your input.”
• Participate: “We need to make a decision together.”
• Delegate: “You make a decision.”

You must find ways to delegate, no matter what your position is. Learn to clearly define who is to do what and let them show you that they can do it. Make sure your communication is clear so that they know what your expectations are and any limitations of the assignment (i.e. budget, time frames, or other resources).

There are five steps to the delegation process:

1. Explain why the job is important.
2. Describe what is needed in terms of results (not how, but what).
3. Give the person the authority they need to do the job.
4. Indicate when the job needs to be completed and get agreement.
5. Ask for feedback to ensure a common understanding.

Guidelines for Success

When should you delegate some of your work?

• After you have been in the job long enough to understand what it entails.
• When you have completed a skills, abilities, and interests inventory of your team members (formally or informally).
• When you understand the value of delegating.

What are some ways to prepare for delegating?

• Draw up a list of the current job responsibilities that you would leave behind if you were to suddenly leave your job.
• List the team members qualified to take over each of these responsibilities. If there is no one to take over a responsibility, leave a blank space.
• When the list is complete, add up the blank spaces to see what kind of department you would leave if you were suddenly out of the picture.
• Are you satisfied with the results?

What tasks should you delegate?

• Tasks that can be handled adequately by team members.
• Tasks for which team members have all the information for decision-making.
• Tasks that do not require skills unique to you or your position.
• Tasks for which an individual other than you can have direct control over the task.
• Tasks and/or projects that will contribute to growth and development of the individual who will carry out the assignment.

What tasks should you not delegate?

• The delegation process itself: Any work to be delegated should be delegated and explained by you.
• Performance evaluations and disciplinary actions: These are a managerial responsibility.
• Coaching, counseling and morale problems.
• Planning and forecasting: Some of the detail work can be done by others, such as calculations and research. However, you alone are in a position to decide how departmental goals fit in with the overall organization’s goals.
• Confidential tasks and tasks that have been specifically assigned to you by your manager.
• Complex situations: Do not ask someone else to handle what you do not understand yourself.

How do you know whether you are delegating well or not?

If you are delegating well…

• You are satisfied with the way staff members complete work assignments.
• Team members feel committed and involved and morale is high.

If you are not delegating well, you may see these symptoms:

• You are too busy with work and under constant pressure.
• You are spending too much time on organizational details.
• Team members leave because they do not feel challenged or that they are learning, or they feel that you are difficult to work for.
• You have been bypassed for a promotion because you have difficulty handling your current responsibilities.

Note: If you feel you are not delegating well, confirm or put your suspicions to rest by seeking feedback from your team. If your suspicions are confirmed, formulate a plan to improve.

Extra Information

The Story about Everybody, Somebody, Anybody, and Nobody

There was an important job to be done and Everybody was asked to do it. Everybody was sure that Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got mad about it because it was Everybody’s job. Everyone thought that Anybody could do it, and Nobody realized that Everybody would not do it. It ended up that Everybody blamed Somebody when actually Nobody blamed Anybody.