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Effective Delegation

Every day, regardless of your position in your organization, people probably ask you to do things for them:

  • Some people delegate down to you—for example, your boss hands you work.

  • Some people delegate up to you—for example, your subordinates solicit your help.

  • Some people delegate across to you—for example, your peers ask you to perform tasks for them.

Being an effective recipient of delegation has five key elements—whether that delegation comes from above, below, or across the organization. Master these elements and you’ll increase your productivity and improve your relationships.

Five elements of receiving delegation effectively:

  • Clarify Task. Clearly define and describe the project being delegated to you. Be specific as possible. Why is it important? Why is this task being assigned to you? Will you need help? If so, who will you be working with and have they been notified? What are the required results? Repeat your understanding of the project back to ensure expectations are clearly aligned.

  • Agree on Timeframe: When does the overall project need to be finalized? Map out the timeline for which the specific tasks within the project must be completed. Agree on actual dates and times. Determine if those dates are internal deadlines that have a little extra room built in or external deadlines that can’t move.

  • Define Authority. Clearly outline the level of authority you have to complete the project. Are you just researching and recommending next steps? Are you being asked to gain approval first and then initiate action? Or do you have the authority to simply act without gaining approval? If the later, what boundaries (i.e. budgets, decision-making authority, etc) are you being given to operate within? Acquiring this clarity early on prevents most communication breakdowns.

  • Schedule Check-in. Identify when and where to meet to review progress and solicit guidance. Define expectations for those meetings. What type of check-in will be most effective? Is just a verbal update enough? Is there the expectation to actually show samples of your work? What preparation is required? Schedule these meetings frequently at first, and then taper off as trust/confidence increase.

  • Debrief. Hold a debrief session at the end of the project. Discuss what you did well, what recommendations you have to improve the process next time and what you learned from owning the project. Most people skip this step and quickly move onto the next task. A debrief session is a valuable learning tool to improve overall efficiency and effectiveness for everyone involved.

How often do you clearly understand what is being delegated to you?

Now, imagine how your direct reports feel when you delegate something to them.

Contact me and I’ll help you and your team master the art of delegation.