To Whom, When, and How Can You Delegate?

Responsibility cannot be passed on or shifted onto someone else’s shoulders. When you delegate, you transfer authority, but responsibility is something that a subordinate or partner can voluntarily accept along with the authority.

As you’ve guessed, today we’re talking about delegation, why it’s difficult, and how to do it properly.

There are many reasons why leaders hesitate to delegate. Some believe that no one but them can do the job well. Others assess resources and realize it’s easier to do the task themselves than to explain it to a colleague. Some fear undermining their authority if it becomes clear that someone else, besides the leader, can successfully complete their tasks.

It’s not uncommon for managers to be willing to delegate but unsure of how to do it correctly, or they hold back because of negative experiences. This happens because delegation should be:

— Not everything;

— Not to everyone;

— Not anyhow.

But let’s go step by step.

What tasks should not be delegated?
Those whose outcomes impact business functions, product quality, image, or reputation. These tasks include strategic planning, negotiations and partnership building, selecting and onboarding contractors, promoting employees to leadership positions, and so on. Tasks where the cost of error does not lead to disastrous consequences can be delegated, but with certain conditions.

To whom should you not delegate?
You should absolutely avoid delegating to those who are both incompetent and unmotivated regarding the task. Competent but unmotivated employees need to be properly encouraged before delegation. Incompetent but motivated employees can be delegated tasks if you are ready to provide detailed instructions and monitor the results.

What mistakes should you avoid?
Do not distribute responsibilities chaotically or in haste. Do not expect subordinates to divide tasks among themselves without guidance. Do not transfer authority until you have fully taken it away from the previous person responsible.

How to do it right?
Communicate transparently. Clearly describe the task you wish to delegate and the expected outcome. Specify to whom you consider delegating it and agree on who will bear how much responsibility for the results. Explain why this task is necessary and what it will lead to. Offer guidance on how to succeed in the new role and provide the tools that will help achieve the desired results. Be sure to discuss the timeline and the metrics that will indicate successful task completion.

We hope these steps will help you delegate successfully, and that your personal and team effectiveness will only increase.