THE ART OF DELEGATION

There is a limit to the amount of work that you can do on your own. There is only so much value that you can deliver to your company or organization without the help of other people. If you are successful in your career, at some stage the demands on you will become greater than you are able to cope with on your own. When this happens, you are forced to rely on the help of others, you are forced to delegate. Delegation is a process by which a manager examines the various responsibilities and tasks at hand, and rather than assuming and completing those tasks and responsibilities on his or her own, that manager decides to assign the work to other employees. Effective managers must be willing to entrust a task, power or responsibility to another person.

Theodore Roosevelt was quoted as having said, "The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it." Delegation is a skill that incorporates analysis, planning, awareness and self-confidence. It requires a manager that is able to incorporate the four functions of management: planning, organizing, leading, and controlling. Planning involves formulating a systematic process for delegating tasks to other employees. Organizing involves arranging the resources your employees may need in order to accomplish the delegated task. Leading involves the guiding, leading, and overseeing of employees in order to achieve the task. Controlling involves verifying that the employee’s performance matches the action plan.

Delegation involves passing responsibility for completion of work to other people. The ideal position to reach as a manager is one where your staff carries out all the routine activities of your organization. This leaves time for planning, thinking, and improving the efficiency of what you are doing as a manager. Ultimately, delegation involves getting the help you need, when you need it by the staff member most qualified to assist with the task at hand. In the Arkansas Governor’s office, where I currently work, delegation is a colossal part of each work day. The Governor cannot possibly address all the problems and issues relating to the state of Arkansas personally; therefore, he has a chief of staff who is responsible for the proper delegation of tasks to other staff members. The chief ...

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...gradually. Each task delegated should have enough complexity to stretch that member of staff - but only a little. When you delegate a job, it does not have to be done as well as you could do it (given time), but only as well as necessary: never judge the outcome by what you expect you would do (it is difficult to be objective about that), but rather by fitness for purpose. You want to delegate as much as possible to develop your staff to be as good as you are now. Tasks in which you have experience are the easiest for you to explain to others and so to train them to take over. You thus use your experience to ensure that the task is done well, rather than to actually perform the task yourself. In this way you gain time for your other duties and someone else becomes as good as your once were (increasing the strength of the group). By delegating, a manager exhibits trust in his or her employees by giving other people's ideas a chance. A subordinate's decision doesn't have to be exactly what yours might have been. So welcome and reward ingenuity.

Reference

Roosevelt, Theodore. Leadership Quotes. Retrieved October 6, 2004 from http://www.pittencrieff-glen.com/leadership_quotes.htm