As a first-time manager, Jahnvi’s constant burn-out was affecting her eloquence to deal with work. She has been on an emotional rollercoaster of leadership and her journey started to be unnerving and spine-chilling with growing responsibilities. She was going to pieces and it was an indicator that she needed to upskill herself.
Up until now, she got the wind of the requisites of becoming a first-time manager, her values, locus of control, setting goals and achieving them, her learnings from The Strangest Secret, how to handle the missed goals, an overview of feedback, the gateway to discovering the blind spot, frameworks of feedback, the concepts of feedforward, the overview of the interpersonal skills, the techniques to enhance interpersonal skills, better team management using people reading guide, techniques to effectively manage a team, an overview of time management, the time management matrix, and the techniques to manage time effectively, she is comprehensively exploring the art of delegation, and ways to consider capabilities of her team.
Jahnvi is making her way through a myriad of examples to back her approach and one such example added value to her understanding of delegation.
The distinction between authority and accountability is critical to comprehending delegation. Facebook CEO Mark Zuckerberg’s response to the tremendous scrutiny Facebook faced following the 2016 presidential election is a perfect example of the difference between delegation of authority and delegation of accountability.
In a press release issued shortly after the first news of the crisis broke, Zuckerberg used the word “responsibility” 17 times to confront the notion that Facebook did not effectively protect its users’ personal information. “I started this place,” he added. I’m in charge of it. And I’m responsible for what occurs here.” He accepted full responsibility for the platform’s and company’s flaws.
Facebook is a multibillion-dollar organization with tens of thousands of people in charge of a wide range of duties that keep the company running. All of those specific tasks, like any other corporation, have been allocated to someone other than Zuckerberg. However, he emphasized in his remark that, while other people have responsibilities, he is ultimately the highest authority figure to whom such tasks fall.
Jahnvi understood that delegating authority while preserving responsibility can be demanding for managers, especially when under duress or when confronted with impediments. She comprehended that with her authority comes the weight of ultimate duty, and consequently accountability.
Suddenly, Jahnvi sees herself as a leader who is empowering her team. She is making her team feel that their job is meaningful and they are responsible for successful outcomes. She can see herself waving with a winning spree at the completion of her race, however, she is still looking for the process to win the race.
How To Delegate Effectively?
One of Jahnvi’s critical roles is to help her people grow, and she finds delegation befitting to doing that. She finds her people as her organization’s most valuable asset and they can elicit peculiar performance from her people by sharing tasks in part. Delegation requires a step-by-step and detailed process that can serve as enhancing the motivation and competence of her people.
1. Define the task and select an individual
The first thing for you to identify is the task to be delegated to your people. Define the task in detail including its functionalities and responsibilities around it. Then list the experience and capabilities required to carry out the task. Once you define and attach the capabilities required to perform the task, it will be easier for you to match the skills within your team.
Your team does not have to excel at everything, however, they are required to excel at the task appointed to them. Defining the job creates a clear picture of the team member who deems fit to do the task.
Scan through your managerial eyes the best person for the job. Is there anyone out there that can do it better and faster than you? Your experience will guide you to see through the necessary skill set. After working with your team for a length of time, you can figure out who got the aptitude to finish the task on their own without any support. Has the individual you’ve chosen shown to be capable, trustworthy, and reliable? Do they have the necessary time?
Highly motivated personnel are usually delighted to have been chosen for a task and will feel empowered by your inquiry. If they are uninterested or just exhibit a tepid curiosity, it could be a sign of a greater problem with their workload, ability, or what gives them satisfaction. Ascertain if they are devoted to and enthusiastic about the project.
2. Explain the reasons and state desired results
“When selecting people to delegate to, tell them why you chose them specifically and how you hope to see this help them grow,” says Alex Cavoulacos, founder of The Muse. “Assist them in viewing each task delegated as an opportunity to take on more responsibilities or learn new skills.”
When you choose an individual to perform a task, you need to be transparent with the reason for choosing them for the task. You have to explain to them the reason you are delegating that specific responsibility to them. You have to share the importance and relevance of the task with their job responsibilities. You have to clearly align their ultimate goals and the role of delegating that task in the overall development of the team and organization.
Without micromanaging, an excellent delegator offers basic and important information. According to Stephen Covey, author of The 7 Habits of Highly Effective People, you should outsource results rather than methods:
“For instance, instead of asking to ‘follow up on the leads,’ use the better alternative and say, ‘’Here’s the process we follow. Here’s what we’re looking for. I want you to get the sale,” Covey said.
Begin with the end goal in mind and clearly describe the desired outcomes. When clarifying task specifics, keep the end result in mind rather than the how-to section. It is generally good to offer general suggestions on how they might proceed, along with necessary training, however, it is important to emphasize that they are in command of how they arrive at the intended outcome. When people are unsure of what they want, they often underperform rather than risk making a mistake.
3. Consider the resources required
“A good training rule of thumb is ‘I do, we do, you do’ (i.e., watch me do this, then let’s do it together, and now you try),” Cavoulacos explains. When you delegate a task, make sure the person has the tools and abilities necessary to execute the assignment—or give a mechanism for them to develop those skills.
Be specific when you discuss the resources required to perform a task diligently. The person you are delegating the task to should be aware of the people, location, premises, money, equipment, or other related activities and services.
4. Clarify the level of authority, accountability, and responsibility and establish deadlines
“Managers who fail to delegate responsibility in addition to specific tasks eventually find themselves reporting to their subordinates and doing some of the work, rather than vice versa,” argues Startup Professionals founder and CEO, Martin Zwilling.
Specify the level of responsibility, authority, and accountability you are delegating to them. Set these levels out clearly at the start of the process. What are the reasons they should seek input and approval from you? This varies from person to person and task to task. Inquire and assess whether they are comfortable with the degree of responsibility, authority, and resourcing.
Agree on a clear task completion date and when certain elements of the assignment should be accomplished. Consider writing it down to minimize misinterpretation or confusion. Make it clear what completion of the task looks like and that both of you agree on timescales. Make sure to talk about how much time you should devote to the task each day or week. Think about how the time required for this additional task would affect their other work.
5. Monitor progress and give feedback
Make it clear to staff that you believe in them and their capacity to do this task. People usually live up to – or fall short of – the expectations we place on them. Expressing your positive expectations of your employees is one of the most potent methods to instill confidence in them. While primary and quick comments like “I know that with dedication and hard work, you will be able to do this.” can be encouraging to the person hearing these words.
Follow through on the timetables established in the above step. Create a system for getting periodic updates. This assists in holding the employee accountable. Stay near enough to be available for inquiries and to ensure that everything runs smoothly, but not so close that you become the decision-maker. Avoid micromanaging the duties as this weakens the power you have delegated.
Whatever you do, don’t claim credit for it. When the task is finished, give credit where it is due. Giving recognition for a job well done fosters loyalty and a willingness to tackle new challenges. Give public recognition and praise for a job well done whenever feasible.
Pay attention to the results and learn from mistakes once you’ve delegated work and it’s been accomplished. Change your approach and make adjustments as needed. Consider whether someone is ready for a bigger assignment once they have completed one.
It was clear to Jahnvi that the delegation requires her to identify the right tasks to turn to the right people while providing them with the resources and authority to accomplish the task. She can increase commitment and trust with her people and can identify the right people to perform the tasks that best suit them.
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5461250/
https://www.meistertask.com/blog/delegate-tasks-effectively/
https://www.insperity.com/blog/how-to-delegate-effectively/
https://achievecentre.com/blog/10-steps-effective-delegation/
https://turningwest.com/wp-content/uploads/2022/03/dreamstime_m_174454182.jpg
https://rapidlearninginstitute.com/wp-content/uploads/2021/05/delegation.png
https://www.ntaskmanager.com/wp-content/uploads/2021/02/Task-delegation.jpg
Written By: Jimmy Jain
Edited By: Afreen Fatima
Society of Design Thinking Professionals
