Delegate or Not?

-


Earlier in my career as a manager, I have made the mistake of doing too many things on my own and getting involved in every aspect of the operations.

That has backfired on me and the operations in two very distinct ways:

  1. People thought I did not trust them & that had a profound impact on engagement levels among individuals and cross-functional teams.
  2. People were hesitant to come up with their own ideas on achieving a goal and looked up me to instruct them every step along the way.
As I became wiser and acquired more experience & knowledge, I have come to realize that being a manager does not mean that I have to dip my hand in everything. Over the years, I have come to realize that my strength lies in identifying who is best suited to do what and empowering them to achieve our common goals.

Delegating does not only get things off my plate and lighten my workload. It prepares people around me to take on the challenges faced by the business, it develops new skill sets and shares knowledge among the teams and individuals. It is a clear sign of the trust I have for my subordinates in completing critical tasks, serves as an indication of my faith in their abilities. It also prepares people around me to progress in their careers, and in some instances, identify potential leadership replacements. It builds mutual respect, creating a highly engaged committed people and culture in the organisation.

Proper delegation often eludes the most experienced of Managers.

Harvey Mackay, Founder of MackayMitchell Envelope Co. defines delegation as "more than simply giving assignments to others.  It means giving another party a certain degree of discretion that's not inherent in their role--the right to make decisions that are officially tied to your role and for which you are ultimately responsible."

Furthermore, he gives us a framework to adhere to when delegating work (read the link above). In a nutshell, the framework requires:
  1. A proper plan for delegating
  2. to make the objective clear
  3. Setting standards for delivery
  4. Specifying the range of discretion
  5. Clarifying performance consequences
  6. Giving them sufficient authority to undertake the tasks being delegated, what to do in case of difficulties, getting recommendations from the subordinates to resolve those difficulties
  7. Evaluating the progress periodically during the delivery process 
I encourage you to read the article by Harvey Mackay.

Remember, delegation is not giving up control. It is a sign of tremendous confidence, a sign that you are prepared to lead the team. Be patient and understand that the people who work with you can take a bit of time to learn. So give them enough time. Give them feedback (both positive and constructive) and value your people. Say thank you. After all, they just saved you time and added value to business.

Comments

Post a Comment

Popular posts from this blog

The True test of Intelligence

-
Einstein once said,  “The true sign of intelligence is not knowledge but imagination.” Socrates, long before him, famously claimed,  “I know that I am intelligent because I know that I know nothing.” To be honest, both statements left me scratching my head. So I began to ask myself:  What exactly makes someone intelligent?  And more importantly,  what does it mean to be an “intellectual”? This question nagged at me for one simple reason: in our everyday conversations, people are quick to label others as either “intellectual” or “stupid”—often without context, understanding, or kindness. I wasn’t convinced this was fair or even accurate. So, I did what any curious mind might do: I went looking for answers. Asking Around: How Do People Define an Intellectual? I decided to ask people from different walks of life how they define an "intellectual person." Their responses were as diverse as their professions. The Businessman “An intellectual person is someone who expr...
Read more

Transformation is the KEY!

-
Addu City Council and the Promise of Decentralization: Power to the People, or Just Paperwork? I’ve always believed that  Addu City should be run by its people, for its people . We know our challenges. We know our dreams. And we deserve the power to shape our own future. That’s the heart of decentralization— bringing decision-making closer to the community  and giving local councils like ours the authority to lead change. But let’s be honest. Despite the decentralization laws in place,  Addu City Council still faces serious obstacles . Bureaucracy, limited capacity, outdated systems, and political interference all hold us back from delivering the kind of services our community deserves. To truly make decentralization work for Addu,  we must transform how the Council and the Secretariat operate . That means building a culture focused on  collaboration, innovation, and smart use of technology . It means reimagining public service—not as red tape, but as a tool to ...
Read more