Delegation: How to do it
This is the second of two blogs on the topic of delegation. My last newsletter focused on why it matters, this one is about the practicalities.
It is also intended as an alternative view. There is enough out there already along the lines of ‘if someone else can do it 70% as well as you can then delegate it’, or ‘seek to employ others better than you’.
I am not saying there is an issue with that kind of thinking in leadership discussions, but it exists in a thousand other blogs aimed at those at middle OR senior level. Those reading this are likely the latter or plan on getting there.
The key areas below cover ideas that are not intended as ‘leftfield out of the box’ material, but are also intended not to be ‘four golden roles’ either.
Because when you work 12+ hours a day every day with no or little break, and many of the senior leaders I work with do, and you already feel like you have delegated all you can then you need another message.
Let’s go - four ‘how tos’ for delegation.
1. You already delegate far more than you realise
If you are the Chief Executive, for example, a huge amount is delegated before you even begin to think about it. It is too easy to lose sight of this.
By having a staff body in place, never mind a senior team, you have delegated a vast proportion of tasks which would otherwise come to you.
Let’s take the example, a secondary school headteacher with a school of 1000+ students. Unless you are prepared to teach all of them yourself, all day every day, you are going to engage in some heavy duty delegation. This is likely to be between 99% and 100% of the task.
Whatever your line of work, the percentage of tasks that you delegate already is already likely to be north of 90%. Even if it is 99% there is still plenty left for you.
The question ‘how much do you delegate?’ already has a high floor. The key question therefore is how much further you want to go between 90% and 100%.
The way to do this is not to look at what you can add to the list of responsibilities you already delegate. It’s to start at ‘100% delegation’ and work backwards.
It is a different mindset when you have to justify what you will NOT delegate. Abdicating responsibility for areas that could land you, or others, in hospital, court or prison is a reasonable guide but EVEN THEN you can have the last fraction of ‘final’ responsibility.
If in doubt, delegate it out.
2. Round up the level of operational autonomy
Delegation does not mean letting go. How much autonomy you want to give is up to you.
It is important to draw a distinction between the ‘theory’ of delegation, i.e. putting someone in charge of a project, or as head of section/department and the ‘practice’ of how you run that relationship.
You now have to decide how you want them to get on with it. Their levels of experience, expertise and confidence are key factors as are how significant the issue is financially, reputationally and so on.
Wherever you land with that - round it up.
By that I mean round up
How much decision-making power they will have.
The resources you think they need.
What they do and do not have to report back on
If you want people to grow, you need to give them the space to grow into. That also infers an expectation of growth. Their current skill set and knowledge will not quite be enough for what is ahead.
And when you have rounded it up once, do it again. Go back to your answer to no.1 - if you wanted as close to 100% delegation as you could muster why are you spending time on ‘rounding up’ from a much lower base?
Push yourself, and then with it.
3. Tell them the why, what and how
This element is so often missed, and it really matters.
Delegation conversations often focus simply on the mechanical nature of the task itself. The result of this is many missed opportunities.
Tell them
Why you want them to work on the project. Let them know what it was you spotted in them, what impressed you in particular and gave you confidence they were ready.
What the details might be, as far as you understand them just now. Be clear there is more to understand than you have already understood. You are handing over what you can, but you believe in them to fill the gaps.
How you intend to operate as the person who is delegating. This is very different from telling them how to do it all. If there are areas which need to be this way or that, then make it clear but equally say where they have free reign.
This is not a one way conversation. If their eyes widen to the point that short-term burnout is on the cards, have the conversation. Giving extra responsibility may not be received as the good piece of news you anticipated, but ideally you will check that out beforehand. The ‘think about it and we will talk again next week’ strategy may have great value.
Ask them if they want you to be a coach or mentor within the process. My belief is that this is a continuum, so if you want a refined answer make pure coaching a ‘1’, pure mentoring a ‘10’ and ask where they would like you to be on the project.
4. Delegate directly to different levels
An organisation chart which runs deep enough to have four or more tiers gives you opportunities.
You do not always have to delegate to the next level down, or to the same level repeatedly. This includes if you are going to delegate a piece of work to several people. Mix it up and have a range of people from different levels, and sections, of the organisation.
If you want some fresh thinking then get people together who do not normally speak and find out what happens when they do. Those synergies are likely to yield the range and quality of perspectives you are looking for. Make it a bigger topic than any of them are likely to encounter in their day to day work.
There may need to be some conversations in advance. If you want to ask a member of person X’s team to contribute, either with a specific request as an open invitation, make the rationale clear to everyone.
The strengths, capacity, interests and readiness for increased responsibility required to make the project happen may vary wildly amongst the whole staff. It will also vary considerably within levels of the organisation too. It sends a powerful message to those who wish to progress that your leadership style will include gaining ideas from ground level, and that you will create specific opportunities to make it happen.
It also models behaviour for other senior leaders that they can do the same.
Remember that
Delegation is a more complex topic than is often given credit for. As a leader the principles you establish in this will inform others about how you lead in general.
It is also a topic which is not discussed by senior teams enough. How each team member calibrates their decisions, and with what impact, is a good use of an hour from time to time. Your colleagues may notice more about how you do it than you realise.
How can I help you?
1. One to one coaching programmes for senior leaders who are swamped by their jobs so they can thrive in life. Click here to discover where you are on your journey from Frantic to Fulfilled? Just 5 minutes of your time and you will receive a full personalised report with guidance on your next steps!
2. Team coaching programmes - working IN a team is not the same as working AS a team and yet they are often treated as if they are the same. I help teams move from the former to the latter, and generate huge shifts in productivity and outcomes.
3. Talks, workshops and seminars - including topics relevant to the two areas above plus explaining Gen Z to Gen X.
