Leaders are often faced with a bunch of information, tasks, requests from a number of different directions. At some point, it becomes obvious that some things just need to be done by others so that the leader can focus on other problems.
What is Delegation?
In essence, delegation involves handing over the control of tasks.
To delegate effectively, you need to match each task with an individual whose skill set aligns closely with the job at hand. The delegation process also involves clear communication regarding deadlines, expectations, and any relevant guidelines or constraints.
The Components of Effective Delegation
A well-executed delegation strategy contains the following elements:
- Task Selection: Not all tasks are suitable for delegation. Choose tasks that are non-critical but can be handled efficiently by someone else on your team.
- Person Selection: Picking the right individual is crucial. This person should have the skills, experience, and capacity to complete the task satisfactorily.
- Clarity of Instructions: Detailed, clear instructions are vital. Any ambiguity can lead to poor outcomes and increased time and resource investment.
- Authority: You have to provide enough authority to your delegatee for them to make decisions within the purview of the task. This is essential for their confidence and the effective completion of the task.
- Accountability: Make it known that while the responsibility has been delegated, the individual is accountable for the completion and quality of the work.
- Feedback Loops: Establish a system for progress checks and feedback. This ensures the task stays on track and allows for adjustments as needed.
Why People Find Delegation Difficult
You’d think that removing tasks from your own plate would be an appealing proposition, but many professionals find delegation extremely challenging. Here are some reasons why:
- Fear of Losing Control: Professionals, particularly those who have risen through the ranks based on their expertise, often have a deeply rooted fear of relinquishing control. They worry that the person they delegate to will not execute the task to the same level of quality.
- Concerns About Time: Training someone to do a new task often takes time. Many believe that they can complete the task faster themselves, ignoring the long-term benefits of having another skilled individual on the team.
- Lack of Trust: A fundamental distrust in the capabilities of team members can also be a significant barrier. When you don’t trust your team, you'll hesitate to hand over responsibilities, limiting the growth opportunities for everyone involved.
- Misguided Sense of Responsibility: Some professionals feel that they should be able to manage everything that comes their way. This viewpoint often stems from a skewed sense of duty and can lead to exhaustion and ineffectiveness.
- Perfectionism: The idea that no one can do the job as well as you can may be true to some extent, but it’s not sustainable. Perfectionism often inhibits effective delegation.
Applying Systems Thinking to Delegation
At its core, Systems Thinking is about understanding how things influence one another within a whole. In the context of an organization, it means considering not just individual tasks and roles but also the interactions and relationships between them.
When you implement a Systems Thinking approach to delegation, you're not just assigning tasks; you're creating a scalable, adaptable structure that enhances the entire operational workflow. Below are key elements to consider:
Identifying the Right Nodes
In Systems Thinking, nodes represent points where several elements intersect and interact. Think of these nodes as key tasks or roles that link different parts of a project or department. The initial step is to identify which tasks act as nodes within the greater system. Delegate these tasks to individuals who not only possess the skills but also the capability to see the larger picture.
Leverage Feedback Loops
A classic concept in Systems Thinking is the feedback loop, a mechanism for monitoring and adjusting actions based on outcomes. When applied to delegation, regular progress checks or 'touch points' can be established to review performance and adapt strategies accordingly. Feedback loops help you fine-tune the delegation process in real-time, enhancing efficiency and effectiveness.
Understand the Ripple Effect
In a system, changes in one area can result in cascading effects throughout. Systems Thinking emphasizes understanding these ripple effects before implementing changes. Prioritize your tasks and delegate in a manner that not only fulfills immediate needs but also minimizes negative impacts elsewhere in the system.
Focus on Relationships
The relationships between different roles and tasks are often more critical than the roles and tasks themselves. In a Systems Thinking approach, the aim is to delegate in a way that strengthens these relationships. This involves matching tasks with team members in a manner that enhances collaboration and synergy across roles and departments.
Foster Adaptability
The only constant in a complex system is change. Your delegation approach should be flexible enough to adapt to new challenges, changes in team dynamics, or shifts in organizational objectives. This adaptability allows the system—your team—to operate at peak efficiency, regardless of the circumstances.
Capacity and Load Balancing
In Systems Thinking, capacity refers to the maximum output a system can produce, and load balancing is the optimization of resource allocation to achieve this. Assess the skills and bandwidth of each team member and delegate tasks in a way that makes the most of available resources without overburdening any single component.
Situational Leadership Approach to Delegation
The Situational Leadership model, originally developed by Paul Hersey and Ken Blanchard, postulates that there's no single "best" style of leadership. Instead, effective leadership adapts according to the "situation," primarily considering the readiness and skill level of the team or individuals being led.
Assessing Developmental Levels
According to Situational Leadership, team members can be categorized into four developmental levels based on their competence and commitment:
- D1 - Low Competence, High Commitment: These are beginners who are enthusiastic but lack the skills to complete the task efficiently.
- D2 - Low Competence, Low Commitment: Individuals at this stage may be overwhelmed or confused. They lack both skill and confidence.
- D3 - High Competence, Variable Commitment: These are skilled team members who might be cautious about taking on additional responsibilities for various reasons.
- D4 - High Competence, High Commitment: People at this level are experts who are confident in their abilities and are highly motivated.
Delegation Styles According to Situational Leadership
The Situational Leadership model proposes four corresponding leadership styles to match the developmental levels of team members:
- Directing (S1): For D1 individuals, leaders need to provide explicit instructions. Delegation at this stage is minimal and involves close supervision.
- Coaching (S2): For D2 team members, the leader still provides a lot of direction but also opens the door for dialogue and engagement, ensuring the individual understands the task and gradually gains confidence.
- Supporting (S3): For D3 individuals, leaders pass the responsibility of decision-making to the team member but remain available for support. The delegation is significant at this stage.
- Delegating (S4): D4 team members require little to no supervision. Leaders can entrust them with significant responsibilities, empowering them to make key decisions.
Applying Situational Leadership to Delegation
Applying the Situational Leadership theory to delegation involves reflecting on the task, the person and thinking of feedback loops.
Assess Readiness
Before delegating, assess the readiness level of the team members. Are they novices who need step-by-step guidance, or are they seasoned experts who can take the ball and run with it?
Match the Task with the Level
Not all tasks are created equal. Some may require extensive expertise, while others may be routine or introductory. Align these tasks with the developmental levels of your team members to ensure a good fit.
Communicate Clearly
Regardless of the delegation style, clear communication is non-negotiable. The difference lies in the extent and nature of the communication. For beginners, you’ll need to be more prescriptive and provide regular check-ins. For experts, a broad outline and deadline might suffice.
Adjust as Needed
Situational leadership is dynamic. As team members grow or circumstances change, your delegation style should adapt. Be prepared to switch from directing to coaching or from supporting to delegating as the situation demands.
Empower and Support
Delegation isn’t just about offloading tasks; it’s an opportunity to empower your team. Offer the resources, guidance, and moral support they need to succeed, tailored according to their developmental level.
Delegation and Stretch Goals
Stretch goals are goals which requires a person to reach outside their comfort zone in order to achieve them. They're ambitious yet achievable, designed to inspire higher performance.
As a leader, smartly using stretch goals can greatly help develop the people you're leading.
Why use Stretch Goals
Stretch goals can greatly improve people, if smartly used. They can:
- Unearth Hidden Potential: Stretch goals can reveal untapped capabilities within your team, which may not be evident during routine tasks.
- Instill Ownership: When team members are given significant responsibilities through delegation, they feel a stronger sense of ownership, making them more invested in achieving stretch goals.
- Accelerate Skill Development: Stretch goals often require new skills or enhanced expertise. Delegation provides the space for team members to learn and grow, thus bridging skill gaps more quickly.
- Enhance Collaboration: Both strategies encourage teamwork and open communication, fostering a culture where team members are aligned towards common, ambitious objectives.
How to Delegating Stretch Goals Smartly
Stretch goals can be a bit risky (See next section below on that), so it's good to keep the following in mind when delegating stretch goals.
Assess Skill and Willingness
Prior to delegation, gauge both the skill level and the willingness of your team members to take on challenging tasks. This is crucial for determining who is ready to handle the rigor of a stretch goal.
Clearly Define Objectives and Expectations
Stretch goals should be specific, measurable, achievable, relevant, and time-bound (SMART). This clarity will guide your team members and make it easier to align delegated tasks with the ultimate objectives.
Delineate the Scope and Resources
Clearly outline what resources are available, the boundaries within which the team must operate, and how much authority they have. This avoids ambiguity and empowers them to make informed decisions.
Encourage Risk-Taking but Mitigate Failure
Stretch goals involve a higher degree of risk. Encourage your team members to be innovative and to take calculated risks. However, also create a safety net or a "Plan B" to mitigate potential failures.
Provide Regular Feedback
Open channels of communication are vital. Regular check-ins can help to assess progress, make necessary adjustments, and provide the emotional support that can be crucial when tackling challenging objectives.
Celebrate Milestones
Achieving a stretch goal is a journey that may be filled with obstacles. Celebrating small wins along the way can serve as motivation and inject the team with renewed energy.
Cautionary Measures
While the interplay between delegation and stretch goals can be rewarding, it can also backfire if not handled judiciously.
- Avoid Overburdening: Stretch goals are meant to push limits but not to the point of causing burnout. Be cautious not to overburden team members with unrealistic expectations.
- Monitor Stress Levels: High aspirations can lead to high stress. Maintain a pulse on your team’s well-being and be prepared to offer support or make adjustments.
- Don't Sacrifice Quality: The ambition to achieve more should not come at the expense of quality. Ensure that in the pursuit of stretch goals, the quality of work is not compromised.
Wrapping up
Delegation is often one of the most tricky things to get right in leadership, but it's advantages can be tremendous. Doing it smartly can help develop the people you're leading, and can give you time and focus to do others things and achieve more.
