monkeys. Let the
owns that task
have the honor
you must think carefully about those duties
that only you should and must perform as
a leader, and therefore are not eligible for
delegation. After that, all other duties are
open for delegation consideration.
For those tasks eligible for delegation,
ask yourself questions such as:
What tasks do I perform that could
grow specific skills and knowledge of my
What tasks do I perform in which
my current employees excel and if so,
can I then delegate my tasks to peak
What tasks do I perform that require
skills that my team needs to be more successful today and into tomorrow?
2. Choose the Right Person. The
second step to effective delegation is to
choose the right person. So what should
you consider in choosing the right person?
Several things such as: the employee’s
current skill level, the employee’s current
motivation, consider double delegation
and think both short-term and long-term.
3. Communicate the Delegation.
Regardless of the communication channel
available, every delegated task should include these guidelines.
Review the results to be achieved.
For example, you may say that you want
to improve customer response time by
5% and would therefore like to delegate
your current duty of completing the customer feedback report to the employee.
By framing the delegation in key results
to be achieved, the employee then clearly
understands the importance of the task in
achieving great results.
Define the task. After describing the
key results, discuss the specific series of
actions required to successfully complete
the task. In the above example, you may
give the employee an actual customer
feedback report and show them each of
the key steps to properly completing it.
Ensure the employee fully understands
the scope and nature of the task.
Set performance parameters. Now is
the time to share how employees will be
measured for their performance. Consider
setting standards in one or more of the
on thoroughness, accuracy or overall
•Quantity—including parameters on
meeting certain amount or number goals;
•Time—including parameters on start
time, stop time, duration and frequency of
the tasks and
•Cost—including dollars spent, dollars
saved or dollars earned.
Provide appropriate direction and
support. Create a training plan with the
employee to help them learn the skills
needed to succeed in the task. Consider
the type and amount of support materials
or resources they will need as well as how
best to give them total access to these materials. Ask what other support they may
need including access to you for questions, further training and moral support.
Assign an appropriate initiative level.
Some employees are self-starters and
want to own a project, while others need
their hands held to find the restroom.
What level are your employees?
Level 1: Wait until told. The employee
must wait until you tell them to act. No
action is being taken, so no results are being achieved.
Level 2: Ask what to do. Here the
employee is thinking and seeking your
permission. Although no action is taking place, at Level 2 the employee is consciously seeking advice on the best course
Level 3: Recommend. Here the employee is giving you recommendations
how what actions should be taken.
Although a higher level of initiative than
Level 2, there is still no action being taken
on the task.
Level 4: Act and report immediately.
Here the employee is given the freedom to
act on the task and instructed to get feedback to the manager on the results.
Level 5: Act and report routinely. This
is the highest level of initiative that allows
the employee complete freedom to act on
the task and routinely report back to their
leader, be it daily, monthly, even quarterly.
4. Checkpoints. The final step in effec-
tive delegation is to set checkpoints to en-
sure progress. Also, create a solid coaching
and feedback plan within your check-
points in delegation. Be ready to help your
employees whenever you notice their per-
formance is slipping. Encourage them to
contact you with issues, concerns or train-
ing needs. Remember, your job is not to
do their job but to help them learn to do
their job. Finally, within your checkpoints,
schedule celebrations of their progress
and success. Keep the momentum high
for task completion through appropriate
recognition, rewards, incentives, or even a
Delegation is appointing another to
act in your behalf. Effective front-line
leaders follow the four steps of delega-
tion from choosing the task, choosing the
person, communicating the delegation,
and setting checkpoints for follow up and
redirection. Through effective delegation,
you build a stronger team today as you
prepare your team for the challenges of