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The word 鈥渄elegate鈥� invokes a sense of either hope or dread in business leaders. Some hope for a chance to unload some things from their plates, while others dread the thought of letting go of control or performing training.

I’d like to suggest a new way of thinking about delegation. It has the potential to transform your organization.

Why such a bold claim? Business leaders want their people to take more initiative, to be more accountable and to be more strategic. (I hear it repeatedly from my clients.) Yet the subtleties (and sometimes not so subtleties) in the company culture preclude a fertile work environment for such attitudes and behaviors. Before delving into the virtues of fully embracing delegation, let’s explore why it has value, how to do it well and with whom.

Why delegate?

Delegation, if executed properly and integrated fully, is a compelling business case for maximizing and properly allocating resources. It helps make priorities and expectations clear, so that efforts can be focused. Delegation also has the potential to develop a cohesive, cross-trained team built on accomplishments and mutual respect.

In a nutshell, delegation is the tool and structure to:

• Free up time for leaders to focus on strategic issues of growing the company;
• Develop emerging leaders through increased responsibilities and professional growth; and
• Cultivate a culture of accountability and initiative.

Business leaders generally have a plethora of issues they address daily. Ultimately, they are held responsible for a company’s financial, operational and strategic growth as well as its morale.

As I see the whirlwind of their days, I often find myself wondering, 鈥淗ow do they do it all?鈥� I get the sense that they wonder the same thing. Consider examining how you spend your time. What is the best use of you? What would you do if you were freed up?

Reasons we fail to delegate

If delegation is so powerful, why don’t more companies embrace it as their modus operandi?

Well, for starters, it’s not easy! It’s also not hard-wired in most business executives. Many of us have arrived here by 鈥渄oing it ourselves,鈥� while recognizing we couldn’t have done it alone. We tend to be driven, have high standards and have the proclivity to want to control outcomes. Additionally, we recognize that our team members already have full plates, and we may feel that we don’t want to 鈥渂urden鈥� them with additional work.

How to delegate

It is true that proper delegation requires an up-front investment of time and energy. Expectations of scope and quality of work need to be articulated. People need to be held accountable 鈥� work must be reviewed and feedback must be given. And the project needs to be kept on track.

In short, delegation requires leadership. However, the time invested initially can pay off great dividends in the long run. As emerging leaders are cultivated, they grow in their capacity to execute to standards.

When practicing delegation:

1. Clearly articulate the desired outcome. Begin with the end in mind and specify the desired results (level of quality, a definition of completion and deadline 鈥� include milestones if it is a larger project).
2. Focus on results. Center on what should be accomplished, rather than detailing how it should be done: Your way is not necessarily the only way or even the best way! Allow people to control their own methods and processes. This facilitates success and trust, as well as a sense of ownership.
3. Clearly identify constraints and boundaries. Be clear about the authority that employees have to make decisions or take action. In other words, match the amount of responsibility with the amount of authority.
4. Include people in the delegation process. When possible, allow people to have a say in what tasks they want to take on. This increases their motivation, empowers them and reinforces their value to the overall team.
5. Delegate to the lowest possible organizational level. The people who are closest to the work are best suited for the task, because they have the most intimate knowledge of the detail of everyday work. This also increases employee pride and workplace efficiency.
6. Provide adequate support without becoming mired in details. Ensure the project’s success through ongoing communication, mentoring and monitoring for quality and timely delivery (i.e., no surprises).
7. Avoid “upward delegation.” If there is a problem, don’t allow responsibility for the task to be shifted back. Ask for recommended solutions, and don’t simply provide an answer. Also, do not accept substandard performance, because it will only produce more of the same in the future.
8. Build motivation and commitment. Discuss how success will impact financial rewards, future opportunities, informal recognition and other desirable consequences. Provide recognition and credit where deserved.

Delegation can be an invaluable time management tool for business leaders and a clear career development strategy for employees. Leaders are free to lead and not caught in the details of the 鈥渉ow鈥� something gets accomplished. Employees are empowered, with direction and support, to launch their professional paths. This leadership attitude of cultivating a team’s potential also develops a spirit of collaboration. Collectively, the team owns the outcomes!

What will you delegate today? Start simple and eventually discover opportunities to proactively delegate more significant and empowering projects. Call your business therapist for more tips on how to start transforming an organization via delegation.

Karen Natzel is a business therapist. Contact her at [email protected] or 503-806-4361.