Delegation

Delegation is perhaps a more universal approach to allocating work than are techniques such as job descriptions, objectives, plans, and oral briefings. It is a process you can use in most situations, whether structured or unstructured. You can also use it in combination with other techniques.

Delegation is the process of distributing and assigning work to others, along with the responsibility and authority needed to achieve results.

Delegation creates:

• responsibility
• authority
• accountability.

Responsibility

This is the obligation to perform assigned duties or tasks and achieve required results.

Authority

Authority is the right to act in ways that are needed to carry out the assigned tasks. It includes the rights to make decisions, use resources, and direct others.

Major difficulties arise when there are imbalances between responsibility and authority. If a person does not have the authority needed to do a job, then we cannot, in fairness, hold them responsible.

For example, a person might be responsible for providing excellent customer service. But if they don't have the authority to fix customers' problems, they will not be able to do their job.

Accountability

Delegation also creates accountability. This is the requirement to provide satisfactory reasons for significant deviations from duties or expected results. It is generally accepted, however, that managers cannot delegate their own accountability. They remain ultimately responsible for achieving required results and will be held accountable by their own managers. Thus, you may hear people refer to 'the absolute accountability of chief executives'.

Being accountable is a major reason why some managers are reluctant to delegate. They don't want to take the risk of a subordinate staff member failing.

Managers may also feel that they don't have the time needed to train their staff properly. They may enjoy doing tasks that staff members could do, or they may wish to hold on to their authority and power. They may also feel threatened by competent staff members.

Staff may also resist delegation. They may fear they will fail. They may feel that delegation increases the risks of making mistakes, yet does not provide adequate rewards for taking on the additional responsibility.

Ground rules for effective delegation

• Carefully choose the staff members that you delegate to.
• Make the assignment clear, discuss its meaning, and answer any questions.
• Agree on performance objectives and standards.
• Agree on a timetable of performance.
• Encourage and allow the other person to act independently.
• Show that you trust the other person.
• Provide performance support.
• Give performance feedback.
• Recognize and reinforce performance progress.
• Help out when things go wrong.
• Don't forget your accountability for the other person's performance results.