Dare to Delegate, Then Reap the Rewards
People who micromanage are typically not good at delegating. Sometimes they don’t dole out assignments at all, keeping the work for themselves because they don’t trust anyone else to do the job right. Other times, they assign work to employees and then hover, watching closely to make sure the work is done to their satisfaction—which it rarely is.
But not everyone who has difficulty delegating is a micromanager. Instead, some people just don’t realize they should be delegating. They miss the warning signs that they are taking on too much themselves: working long hours, feeling indispensable, or truly believing that it’s more efficient to do the work themselves. Other obvious signs include a pattern of missed deadlines, slow decision-making, and talented employees who are bored, among many others.
A key warning sign, and one you should keep in mind if you’re guilty of any of the above, is the relentless belief that only you can do the task and do it right.
Still, people aren’t born knowing how to delegate. And it’s understandable that new managers may not be inclined to delegate too much too soon, preferring to devote time to building relationships with employees and gaining their confidence. But while delegation is one of the underdeveloped management capabilities, very few companies offer training in how to do it.
If you want to improve at delegating, start by banishing that little voice in your head that keeps saying, “If you want it done right, do it yourself.” Every now and then, that little voice is right—but not as often as delegation-averse people believe. Even when that voice is correct, employees who are never given the chance to learn by doing will never learn. If you prefer life as a workaholic, then fine. Otherwise …
When you delegate a task or a project, delegate the objective, not the procedure. In other words, explain what, not how. Be clear about what you’re looking for, provide the relevant resources, and offer guidance and feedback as necessary, but avoid step-by-step instructions. Be willing to allow time for the employee to learn and possibly to make mistakes. (You probably made a few yourself in learning to do the work.) And to the extent feasible, let the employee set aside other work that may be competing for attention.
When done properly, delegating offers benefits to both the employee and the employer. The employee develops new skills, builds confidence, and gains a sense of achievement. The employer builds trust, gains time to devote to other priorities, and helps employees prepare for advancement.
What have you learned about how to delegate effectively?
