DELEGATING EFFECTIVELY

One of the best ways for employees to develop their skills and abilities is to work on challenging assignments that push them to go beyond their current level of

functioning. As such, delegating tasks and responsibilities to employees provides an excellent opportunity for their growth and development. Nevertheless, some

managers resist delegation, using arguments such as "I tried that once and the employee fouled things up royally" or "Delegate my authority? Why? I'm the manager-that's my job-I can do it better myself." Managers who learn to delegate effectively, however, find that it results in a variety of important benefits for themselves and the organization, as well as for employees. Of course, many managers realize that by delegating some of their work, they provide themselves with additional time and thus are able to focus attention on more significant issues. More important for the discussion here, however, is the fact that in delegating tasks and responsibilities to employees, managers give their employees opportunities to develop new skills and abilities, as well as to learn more about the work unit and how it functions. This not only helps employees to be more effective in their work but also strengthens the work unit, thus allowing for a better allocation of organizational resources.

Given the potential benefits of delegation, why do some managers resist delegating tasks to employees? There are several reasons for not delegating. First, many associate delegation with negative managerial behaviors, such as abdicating responsibility for a task or letting someone else-typically those "lower" in the organization-do the dirty work. Some think employees will be offended if their

manager asks them to take on a task previously performed by the manager. Second, many managers fear that they will lose control. They are concerned that employees will not do the job as well or exercise the same level of judgment as they would if they did the job themselves. Finally, and perhaps most important, is the fact that many managers have not learned how to delegate effectively; they have not learned that delegation is more than simply giving assignments to employees. Rather, it is the entrusting of a particular assignment, project, task, or process by one individual to another (Schwartz, 1992). As such, it requires a good understanding of what can and cannot be delegated, careful attention to employees' current skill levels, and a good communication process that allows for questions and feedback for both the manager and the employees. It also requires managers to do more than simply tell employees what they want them to do; managers need to share with employees the reasons for the assignment, that is, why the task needs to be done (Klein, 2000). Navy Commander D. Michael Abrashoff, who commanded the USS Benfold, a ship that is known for getting tough assignments, argues that it is important for managers in all situations to communicate purpose. He states "getting [crew

members] to contribute in a meaningful way to each life-or-death mission isn't just a matter of training and discipline. It's a matter of knowing who they are and where they are coming from-and linking that knowledge to our purpose" (quoted in LaBarre, 1999).

Delegation involves three core elements: responsibility, authority, and accountability. Before delegating, the manager should be aware that he or she is still ultimately responsible for the successful execution of the assignment, project, task, or process. The manager also has the final say, and so should supervise and monitor as

appropriate. In delegating, however, the manager must also give the employee certain responsibilities. In particular, the employee should be responsible for achieving intermediate and specific goals and milestones along the way. It is

important that managers use the delegation process to clarify the difference between their responsibilities and the employees'. Managers should also make sure that sufficient authority has been transferred to those individuals to whom assignments are delegated to allow them to carry out the task and obtain the resources and cooperation required for its successful completion. Finally, individuals who are

delegated assignments should be held accountable for meeting established goals and objectives. Periodic reports and evaluations may be critical here. Here we provide some guidelines for effective delegation.

Keys to Effective Delegation

1. Clarify, in your own mind, what it is that you want done. Make sure that you can explain to employees what is to be done, as well as why this assignment is important for the work unit. Writing it down can be helpful. 2. Match the desired task with the most appropriate employee. Especially if

you are using delegation for the purpose of developing employees, you will want to make sure that this assignment is at the proper level of difficulty, providing the employee some challenge but not so much that he or she becomes frustrated with the assignment.

3. In assigning the task, be sure you communicate clearly. Again, it is important that you communicate not only the nature of the task but also your intent. Ask questions to ensure the task is fully understood. Be sure that deadlines and time horizons are clear. To be absolutely certain that employees fully understand the assignment, you might ask them to repeat or feed back their understanding of the delegated assignment.

4. Make sure that the employee has the time to do the assignment. If the employee is working on several tasks, make sure that you have clarified the priority of the new task.

5. Keep the communication channels open. Make it clear that you are available for consultation and discussion.

6. Allow employees to do the task the way they feel comfortable doing it. Show some trust in their abilities. Do not hold such high expectations that they can only fail.

7. Check on the progress of the assignment, but do not rush to the rescue at

the first sign of failure. Give employees a chance to try solving the

problem on their own. Also keep in mind that employees may have initially felt that the assignment surpasses their ability; they may fear being embarrassed by failure but also feel uncomfortable raising this issue. When you show confidence in employees, they often gain the self-

problem at the start by explicitly asking employees how confident they are in their ability to complete the assigned task.

8. Hold the person responsible for the work and any difficulties that may

emerge. Keep in mind, however, that you are delegating to give the

employee an opportunity to develop his or her own knowledge and abilities. Explore what is going wrong, and help the individual to develop his or her own solutions.

9. Make sure that the person has appropriate authority to carry out the task

and obtain the resources and cooperation required for its successful completion. A classic reason for failed delegation is being given the

responsibility for an assignment without being given the authority to complete it or the appropriate discretion in choosing the manner of completion.

10. Recognize the employee's accomplishments. Ignoring an employee's efforts can be devastating to motivation. Acknowledge what has been done, and show appropriate appreciation.