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Delegation - The Second And Most Vital Spoke In The "Wheel Of Management"
In the first of this series of articles I talked about organization and described it as the most basic function in the spectrum of management tasks. In this the second article in the series, I intend to deal with delegation because it is perhaps the most critical skill for managers to develop, and is also the most misunderstood.
By: Michael Davel Anderson
In the first of this series of articles I talked about organization and described it as the most basic function in the spectrum of management tasks. In this the second article in the series, I intend to deal with delegation because it is perhaps the most critical skill for managers to develop, and is also the most misunderstood.
By: Michael Davel Anderson
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In the discussion it will begin to become clear that all the tasks and skills of management are interrelated and they all need to be part of the managers arsenal to lubricate the functioning of the organization as a whole.
I started out by stating that delegation is the most critical skill for managers to develop and practice and this is more true the larger the organization. The reason is simple, as great as you think you are, there becomes a point where you cannot be on top of everything that happens in your company/department. When this point is reached, your continued direct involvement in all aspects of the operations becomes a negative factor and tends to degrade performance, not enhance it. Hard to believe, but what I am saying is that sometimes butting out is better.
The definition of delegation is "the assignment of authority and responsibility to another person, usually a subordinate, to carry out certain tasks or activities." It is important to understand that the individual who delegated the work remains responsible and accountable for the outcome. The critical part of the definition is the assignment of authority, which process allows the decision making function to be shifted down the organization. This is the part of delegation that most managers have trouble with. Giving up authority to control decisions and yet remaining responsible and accountable. That is a step we all find difficult.
So, if it is so important, and so difficult how do we ensure that delegation is successful. Here most articles will start to talk about A, B, & C tasks and how you must delegate only C tasks etc. I don't ascribe to that theory, for two reasons, if a task needs to be done it has to be done right, so there are really no C tasks, and second, if you delegate only those tasks you deem unimportant you are going to end up with a bunch of dissatisfied subordinates.
Here is the secret of good and successful delegation:
· If it is not immediately clear what tasks you should delegate, choose those you are most familiar with, and can best monitor.
· Fully define the work to be delegated, that definition to include measures of success, limits of authority and responsibility, and lines and timelines of communication;
· Carefully choose to whom you are going to delegate the tasks ensuring that they have the necessary training and skill;
· Have measurement in place so that you can monitor the progress and effectiveness of the assignee;
· Give feedback both positive and negative on that progress;
· And finally, butt out and let him get on with the job!
· (Does that all sound a lot like a mini organization process! )
Successful delegation will dramatically improve the performance of a team or group, and while it may seem difficult to grasp the skill, when it is seen simply as the embodiment of good management, it looses it's mystique.
With 45 years of experience in leading positions in business across North America and internationally, Mike Anderson knows the business of business. More important, he has learned how to teach it. He is now consulting to small and medium sized companies, specializing in CEO and senior management training. Please Visit www.trainmetobeaceo.blogspot.com
I started out by stating that delegation is the most critical skill for managers to develop and practice and this is more true the larger the organization. The reason is simple, as great as you think you are, there becomes a point where you cannot be on top of everything that happens in your company/department. When this point is reached, your continued direct involvement in all aspects of the operations becomes a negative factor and tends to degrade performance, not enhance it. Hard to believe, but what I am saying is that sometimes butting out is better.
The definition of delegation is "the assignment of authority and responsibility to another person, usually a subordinate, to carry out certain tasks or activities." It is important to understand that the individual who delegated the work remains responsible and accountable for the outcome. The critical part of the definition is the assignment of authority, which process allows the decision making function to be shifted down the organization. This is the part of delegation that most managers have trouble with. Giving up authority to control decisions and yet remaining responsible and accountable. That is a step we all find difficult.
So, if it is so important, and so difficult how do we ensure that delegation is successful. Here most articles will start to talk about A, B, & C tasks and how you must delegate only C tasks etc. I don't ascribe to that theory, for two reasons, if a task needs to be done it has to be done right, so there are really no C tasks, and second, if you delegate only those tasks you deem unimportant you are going to end up with a bunch of dissatisfied subordinates.
Here is the secret of good and successful delegation:
· If it is not immediately clear what tasks you should delegate, choose those you are most familiar with, and can best monitor.
· Fully define the work to be delegated, that definition to include measures of success, limits of authority and responsibility, and lines and timelines of communication;
· Carefully choose to whom you are going to delegate the tasks ensuring that they have the necessary training and skill;
· Have measurement in place so that you can monitor the progress and effectiveness of the assignee;
· Give feedback both positive and negative on that progress;
· And finally, butt out and let him get on with the job!
· (Does that all sound a lot like a mini organization process! )
Successful delegation will dramatically improve the performance of a team or group, and while it may seem difficult to grasp the skill, when it is seen simply as the embodiment of good management, it looses it's mystique.
With 45 years of experience in leading positions in business across North America and internationally, Mike Anderson knows the business of business. More important, he has learned how to teach it. He is now consulting to small and medium sized companies, specializing in CEO and senior management training. Please Visit www.trainmetobeaceo.blogspot.com
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