At times clients with highly directive management styles ask what, specifically, they need to do to delegate more effectively.
It's an apt question, particularly for those operating under the belief that they will save time by telling their people both what to do and how to do it. After all, most leaders have had to do some form of the jobs now held by their people. Why not save them some time and effort trying to figure it out for themselves? Other leaders believe, and perhaps rightly so, that they know the best way to do it, and simply want it done their way.
I've covered the topic of the ineffectiveness of this management style elsewhere:
Avoiding the Pitfalls of Delegating Work
Why don't you just do what I want you to do!?
New Hope for the Directive Manager
So starting with the idea that you want to delegate more effectively, what's the first step? Let's assume you have a project to be done, and someone in mind to do it.
First, it's important to understand whether you are making a request, or issuing a command. A request allows the person to say "no, thank you," where as a command is not optional.
Second, make your request or command clear. That is, it must include several elements:
1. What you want done.
2. What is the ultimate goal or reason it needs to be done.
3. When you need it done.
4. What, if any, resources (people, dollars, technology) you are making available for its completion.
5. What you expect the final product to look like.
6. How you will make yourself available to answer any questions.
7. An agreement on a midpoint check in.
Assumptions in any of these areas can cause problems and delays.
Third, let's say you have your midpoint check in, and the person or team is way off base. At that point, you may be tempted to micromanage the remainder of the project or task. Instead, you need to make two assessments: 1) have you made a crystal clear request?, and 2) whether or not the person or team is both capable and motivated.
If you need to clarify your task then do so. If your people are not capable and motivated then reassign the task.
With a clear task and a strong team, then it's up to you to offer clear feedback, with consequences associated with it. By this, I mean:
1. You are headed in the wrong direction, and here's where you are off base (your full, and exhaustive comments on the content).
2. I will give it back to you to fix this, and to complete the project.
3. I welcome your questions along the way.
4. If I get it back and it's still this far off, it's going to be a problem for all of us. I'm going to have to do it with you or for you, and I don't want to have to do that.
Do you have stories or lessons on delegation? Share them below...
David Peck
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