Many leaders struggle with delegation in the workplace – that is, assigning an employee responsibility, coupled with authority, over a task, decision, project or problem to solve.
For these leaders, delegating can feel risky because they are accepting reduced control over the work while ultimately remaining accountable for the outcome. But effective leaders can’t be deeply involved in every single initiative their team is working on lest they become a bottleneck and hamper efficiency. They have to stay focused on high-impact, high-value work and other big-picture management priorities, and trust in their team members to handle everything else.
In this way, a manager entrusting employees to carry out work on their behalf is a strong signal of good leadership and well-functioning, high-trust teams.
In this blog, we’ll discuss:
What makes leaders hesitant to delegate?
Some of the more common reasons why managers are reluctant to pass off work to their employees include:
- Thinking they have to be directly involved for the work to be done correctly and well.
- Dreading the initial time and effort associated with getting an employee up to speed and prepared to assume a certain responsibility.
- Wanting to feel indispensable to their organization.
- Really enjoying a particular aspect of the work and not wanting to let go.
- Fearing an appearance of weakness from not being able to “do it all.”
Essentially, the reasons why boil down to micromanagement and lack of trust. Neither is a good look for any leader and it usually doesn’t end in success.
Why is it important for leaders to delegate?
Delegation is a positive thing for both employees and managers, as it:
- Frees up leaders’ time to focus on their most important managerial responsibilities.
- Increases both the manager’s and the entire team’s efficiency and productivity – work obligations are spread out among more than one person and more can be accomplished in less time.
- Fosters trust between managers and employees.
- Supports a continuous learning culture for employees.
- Serves as an important vehicle for on-the-job training and development, empowering employees to enhance their knowledge, skills and confidence.
- Provides an opportunity to identify future leaders.
- Builds engagement – employees want to enjoy more autonomy and take more ownership over their work.
- Improves retention – employees who don’t ever get to stretch themselves or take on challenges beyond routine, low-value work get bored and leave.
How to delegate effectively
1. Decide whether to delegate
How do you know which task, responsibility, or project to delegate?
Work can be delegated when:
- It’s no longer part of a manager’s core job description.
- Managers are overwhelmed with their workload.
- Manager involvement is creating bottlenecks and causing delays.
- There’s more than one way to complete it.
- It’s a skill that employees should learn.
- The task is not mission critical.
- The task is mission critical, yet there’s value in growing and developing others’ skills.
- There’s time to train others.
2. Choose the right people
Select employees who are closest to the work to be delegated.
Consider an employee’s:
- Experience.
- Knowledge.
- Skill strengths and weaknesses.
- Demonstrated potential.
- Workload.
- Career path and goals.
- Motivation and desire to participate and learn.
3. Provide clarity
Don’t dump information and orders on employees without explanation or context. Instead, set employees up for a positive outcome by explaining upfront:
- The purpose of the work.
- Any relevant history or backstory.
- Why the task is being delegated.
- Boundaries and parameters, including the level of autonomy they enjoy.
- The results you expect.
- How success is defined and measured.
- The deadline.
Also provide the training, tools and resources they need to get the job done right.
Employees should be assured that their managers are available for guidance and support if any problems occur.
4. Give it time
In the beginning, delegated work will take longer to train on and hand off. There will be a learning curve for employees – be patient, helpful and available for questions. The upfront investment in time will pay off later when you can delegate more.
5. Allow for differences in approach
Different doesn’t equate with bad. There is usually always more than one way to complete a given task and still obtain the desired outcome without impacting quality. It’s important to let team members “own” an assignment while resisting the urge to step in and redo work or take it back at the first sign of a difference in approach.
You may even discover that an employee develops an innovative or more efficient way of getting the job done.
6. Strike a middle ground
You don’t want to micromanageand hover over anyone’s shoulder.
Nor do you want to completely check out and abdicate all control.
Knowing how to delegate effectively means finding a balance between giving employees the proper authority and leeway to do the job their way while providing oversight and monitoring work to ensure quality.
It can be helpful to establish check-in points throughout the assignment to ensure that things stay on track.
7. Offer feedback
Once the work is completed, review it for accuracy and quality. Take note of what employees did well and where there are opportunities for improvement next time. Timely, constructive feedback elevates delegation into a learning and development tool, not simply a way to move work off one’s plate and onto someone else’s.
Frequently asked questions
What is at least one reason why managers don’t want to delegate work to employees?
One common reason is that managers believe they must stay directly involved to ensure the work is done correctly, which often stems from a lack of trust or a tendency to micromanage.
How does delegating work benefit managers?
When delegating, why is granting authority alongside responsibility so important?
Key takeaways
- Delegation in the workplace is the act of assigning an employee responsibility, coupled with authority, over a task, decision, project or problem to solve, while retaining accountability for the outcome.
- A manager’s willingness to delegate work is a strong signal of good leadership and trust within teams.
- Delegation helps employees grow and develop their skills, build engagement and improve retention while positively impacting the efficiency and productivity of the entire team.
To learn more about being a more effective leader who empowers employees, download our free magazine: The Insperity guide to leadership and management.