Answers to Your Performance Challenges

How to be an Engaged Delegator:

Time is your most precious commodity. No matter how hard you try, you can't do everything by yourself. That is the message your Director is giving you.

You seem to have trouble with what is called "White-horse delegating". What would your team say about how you delegate tasks to them? If you've established a pattern of stepping in to rescue subordinates from their mistakes, you're likely stunting their growth and eroding the respect of their subordinates. The rescue generates tremendous resentment from their peers. Instead, help them develop self-sufficiency in rescuing themselves.

Delegation is the assignment of new responsibilities. With responsibility goes authority and with them both goes accountability. Your employee is answerable for responsibilities, actions or failure to act. Results matter - NOT intentions.

Delegation is not just telling people what to do. You must assign duties to the individual best suited for the project. Not every employee is created equal and certain people will be more efficient than others depending upon the facet in which they thrive. At the same time, try not to typecast your employee. Give them opportunities to broaden their horizons and become more valuable to the team. Start small and be patient.

Whenever possible when delegating work, give the person whole tasks to do or make sure they understand the overall purpose of the project or task. Make sure the employee understands exactly what you want them to do. Ask questions, and have the employee give you feedback to make sure your instructions were understood. Also, have you deliberately assigned the same task to multiple subordinates? This type of delegation causes serious conflict, is divisive and erodes morale and loyalty.

If you have a picture of what a successful outcome will look like, share your picture with the employee. You want to help the employee deliver a successful outcome. Identify the key points of the project or dates when you want feedback about progress. This is the critical path that provides you with the feedback you need without causing you to micromanage your employee. This will give you assurance that the delegated task or project is on track and you can influence the project's direction if needed.

Identify the measurements or the outcome you will use to determine that the project was successfully completed.

Determine in advance how your will thank and reward the employee for their successful completion of the task or project you delegated.