Effective Delegation of Authority Page 2
Slow and boring is better than fast and confusing.
If possible, a best practice is to also show a demonstration or sample of what you're looking for. For example, if you’re asking for a PowerPoint deck, then showing them a demo of how to pull the data they need would save you and them a lot of time down the line.
And finally, if you have the option, record your meeting over video. Most virtual meeting tools like Cisco Webex or GoToMeeting allow you to record your meeting easily. The video recording will help your subordinate as a reference if they need to review your instructions later.
Tip 3: Verify understanding
The third tip is to confirm that your employee fully understands the task before they start working on it.
You should clarify expectations upfront so that you don’t end up needing to explain again later.
Don’t wait until the end of the task description to verify your employee’s understanding. Instead, a best practice is to continuously ask questions such as: “Does this make sense?” or “This might have been too fast. Shall I repeat it back to you?” so that you make it more comfortable for them to confirm that they understand you.
Step Two: Describe Goals, Not Actions
Another common mistake that new managers usually make is that they get very detailed with their task assignments. The key is to describe goals and not specific actions during your delegation process. Here are a few tips that will help you out.
Tip 1: Avoid being prescriptive
The first tip is to avoid being too prescriptive in your task assignment. You can do this by focusing on the objectives and not the process itself.
In other words, focus on the what and not the how.
This empowers your subordinate to own the task, allowing them to learn better through their own approach.
Here are a couple of examples:
Task A: “Please update the spreadsheet by cutting and pasting columns A through E, and then moving them to between F and G, then cross-checking columns B and F.”
Task B: “Please update the spreadsheet and make sure all data is accurate”
Tasks A and B basically say the same thing, but task A is more prescriptive than task B.
Task A focuses on the details of how, whereas task B focuses more on the what and the final objective.
When you delegate tasks, make sure that you use examples such as task B instead of task A because the former will give your employees more control over the process and help them learn better through their own mistakes.
Tip 2: Confirm commitment to results
The second tip is to confirm your subordinate’s commitment to the results of the task. In other words, you want to make sure your subordinate is committed and accountable to the end goals. And to increase their motivation, you also want to focus on what they gain from the task.
To accomplish this, simply complete the following two phrases.
“Your success means
And fill in the blanks for the end goal and the benefit to your employee.
Here’s an example:
“Your success means
And then finally always end with questions such as: “Does this sound reasonable?” or “Do you have any concerns?” to confirm their commitment.
Tip 3: Set expectations about the process
The third and final tip is to set expectations about the delegation process. You can do that by explaining to your employee that task delegation is a learning process for you and them.
Let them know you’ll give feedback about two things throughout the delegation process. The first is what’s going well and the second is what can be improved.
Doing so ensures that there won't be any surprises and helps to manage their expectations. This also lets them know they’re not expected to be perfect and that a few mistakes are okay.
Step Three: Give Clear Timelines
Another common issue with delegation is that managers are usually not very specific about a deadline for a task. You should give a clear timeline to your subordinate because that will minimize confusion and motivate them to get things done.
Here are a couple of tips to help you out.
Tip 1: Be specific on deadlines
The first step is to be specific. If a task has no clear deadline, it will never get done.
Here is an example of a non-specific and a specific deadline:
Deadline A: “Please complete this task in the next few days.”
Deadline B: “Please complete this task by Thursday, June 9 at 5:00 p.m. U.S. Eastern Time.”
Deadline A is quite ambiguous as “next few days” might be construed in different ways by different people. To one person, a few days might be three, and to another, it might be thirteen.
So use examples like deadline B that are very clear about when you need something accomplished (including the day, date, and time).
You can also set a soft deadline if that will help you reduce any potential risks. A soft deadline is a deadline which is earlier than the actual deadline that will give you a grace period to change things if you need to.
Here's an example:
“John, the hard deadline for this is January 11th by close of business. But I'd like to have it done by January 7th at noon Eastern Standard Time as a soft deadline because I want the chance to view it and make changes with you before we submit.”
Tip 2: Schedule checkpoints
The second tip is to schedule intermediate checkpoints to connect with your subordinate and ensure that things are going well. These are basically meetings to go over the work that has been accomplished up to that point.
Note: Checkpoints are not the same as soft deadlines. Checkpoints are about checking in along the way to see how things are progressing, whereas soft deadlines are about giving you a time buffer to make any necessary corrections.
A best practice is to start out with more frequent checkpoints and then decrease them over time.
My recommendation is to schedule at least two or three checkpoints throughout your task assignment, so you can interject and correct things early on. If it’s a long-term task, then I would recommend that you check in at least weekly as well.
As you progress and build trust with your subordinate, your checkpoints can be spread farther apart or even eliminated completely.
Step Four: Describe Authority Levels
One of the major steps that a lot of new managers overlook in delegating is to set clear authority boundaries for their subordinates.
As a leader, you’re ultimately accountable for your subordinate’s work. Clearly setting the levels of authority is important because you want to empower your employee to make their own decisions without them overstepping their bounds.
Here are a couple of tips to help you out.
Tip 1: Set clear limits
The first tip is to set clear limits on your subordinate’s decision-making power to avoid any negative repercussions later.
This is harder than it sounds because limits on authority can be subjective and ambiguous. Your employee might also run into a lot of unknowns and unforeseen circumstances, which complicates things even further.
This makes it all the more important to set clear, detailed limits which your subordinate can use to inform their decisions. Here’s an example about setting clear limits that might aid you in making your own.
Guideline A: “The budget for this project is $4,700.”
Guideline B: “The budget for this project is $4,700. You are free to use this money at your discretion for reasonable purchases without asking me first. However, when you use up the first $2,000, I'd like to do a quick review of the expenses with you before the rest of the budget is used up.”
Guideline A has no clear limits on how the budget can be used, whereas guideline B is a lot clearer with defined boundaries on what those limits are.
So the idea here is to use verbiage that sets clear limits on your employee’s level of authority.
Tip 2: Define a guidance process
The second tip is to define a guidance process for your subordinate, which explains how they should seek your direction before they decide on an action.
A best practice is to have them follow a process that ensures they think through options before they reach out to you. This helps avoid the constant interruptions you might otherwise get if you didn’t set some ground rules.
Here are some simple steps you can ask them to follow when they’re unsure about how to make a decision:
Step 1: Think through potential options.
Step 2: Come up with a recommendation.
Step 3: Explain why that recommendation is best.
This process makes it a lot easier on you because you won’t have to do all those steps on their behalf.
Here's an example:
“Emily, when you're deciding on which application we should use for this project and you're not comfortable making a decision yourself, please send me a short list of applications, your recommendation of what you think we should use, and why you think that's the best option.”
The beauty of this guidance process is that it forces your subordinate to put some thought into those decisions before they come to you. This saves you time and helps them develop the critical thinking skills they’ll need in their career.
Step Five: Put it in Writing
The last step when you're assigning a task is to document it. Here are a couple of tips to help you out.
Tip
1: Don’t rely on verbal requests
The first tip is to never rely on verbal requests because people naturally forget the details. So you should always follow up your conversation by writing the task down somewhere, such as in an email or a task list. This will give your employee a reference point to go back to and review what you discussed.
Tip 2: Use a template
The second tip is to use a standard template when you write down your task details. Doing so will help you save time and be consistent with your future task assignments.
The template can also serve as a checklist to make sure you didn't forget any key elements when delegating.
Here’s a sample template with multiple sections and an explanation of what goes into each section.
Task Description
Start out with a task description that is clear and direct. You should explain what you're looking for and include any additional information such as format, content, or any tools your subordinate might need.
Main Goal
The main goal section should cover the two phrases we addressed earlier:
“Your success means
Timeline
The timeline section is where you should list your specific deadline(s) and any intermediate checkpoints.
Authority Level
This is the section where you’ll set clear limits and explain the guidance process.
Additional Materials
This section will include any additional information, including a demonstration recording or any attachments that you think will help your subordinate.
That’s basically it.
Here’s an example of using the template with a real task assignment.
Hi Sarah,
Thanks for meeting with me today. Here’s a recap of what we discussed on the call regarding the task I need your help with.
Task Description
Please complete the attached PowerPoint slides for our monthly senior leadership meeting. There are four slides that must be updated—slides 3, 5, 7, and 9, which include our projections and headcount numbers. The rest of the slides do not need to be updated.
To get the data required for those four slides, you’ll need to run the analysis in the financial Excel file (also attached) by updating it with the right information which you can get from John on the 3rd of every month. I’ll also need that updated Excel file. Please do not change the format of the PowerPoint slides or Excel file because those are standard templates.
Main Goal
Your success means that you’ll send me two files that are ready for me to share on the senior leadership call without having to double-check the financial information. This assignment will give you the chance to see the details of our business, and you’ll learn how big decisions are made based on those details.
Timeline
The hard deadline for sending me both files is July 16 by 3pm US Eastern Time. However, please aim to get this done by close of business on July 15 and send the files to me that evening so I have the chance to review.
I’d also like to schedule a checkpoint on July 8 at 2pm US Eastern Time to make sure all is going well and give you a chance to answer any questions you may have.
During the checkpoint and after the task is over, I’ll share feedback with you on what went well and what can be improved so that we can both learn how we can get better.
Authority Level
You can ask any team member from our business unit for help on data for the deck and file without running it by me first. However, if you’d like to involve resources from a different organization, please let me know before you reach out to them so that I make sure you get the information from the right business unit.
Also, if you need to decide on something and you’re unsure what to do, please reach out.
To save time and make sure I can help you effectively, please follow these steps before scheduling some time with me:
Think through potential options
Come up with a recommendation
Explain why that recommendation is best
Additional Materials
Attached is the PowerPoint deck and Excel file from last month to use as templates. I also included the WebEx recording of our demo should you need it for reference.
Thanks again for your help. This will be a great developmental opportunity for you and I’m sure you’ll do great.
Keep in mind that this is a learning process for both of us, and it’s okay to make mistakes!
Best,
Hassan
You don’t need to have the actual subheadings when you type out your own task assignment. I just included them in this example to help you see the different sections.
Also, the sample template and example are included in the downloadable files that I shared with you earlier. You can simply copy/paste them and use them in your emails, text documents, or slides.
Click here if you didn’t download them earlier.
Section III: After Delegation
In this final section, we’ll cover the two steps that you need to take after delegation. These include checking in and giving meaningful feedback.
Step One: Check In
After delegating the task to your employee, the next phase is to follow up with them by checking in. Here are a couple of tips to help you out.
Tip 1: Do not disappear
As a manager, it’s not unusual to get pulled into various pressing tasks, which might inadvertently make you disappear on your employee after delegating a task to them. This makes your employee feel abandoned, particularly when you’re just starting out. So make sure you check in regularly with them, especially in the early stages, to establish trust.
Use the checkpoints you scheduled earlier and make sure you are fully attentive during those calls. It’s crucial to show your employee that you’re vested in their success and are focused on what they have to say.
In addition to your scheduled checkpoints, you can check in periodically with a quick “Hey, I just wanted to ask if all's well and if you need any help” to show that you're there for them if they need you.
Tip 2: Avoid micromanaging
There’s a high tendency for new managers to start micromanaging when they think things are not going very well.
In these cases, you should resist the urge to get too involved as micromanaging with extreme control hurts both you and your subordinate. Moreover, micromanaging works against the whole idea of delegating in the first place.