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The Do’s & Dont's of Delegation

DO:

Explain what has to be done – be specific, thorough and clear
Explain the exact results you require
Explain who the person should speak to and how they can help
State how often you require progress reports
Check the understanding of the person to whom you have delegated
Say you will be available for guidance if necessary, then BE available
Distribute the work you wish to delegate amongst a variety of people
Make the person’s authority clear to all those who need to know
Delegate gradually
Delegate some of thinking and decision-making as well as the delivery
Be prepared for the end result to be different from what you had expected
Stand by the person’s decisions and accept responsibility for them
Encourage people to think through their own problems – turn their questions back and ask for their solutions
Share details of what you have delegated with others in the team who are likely to be affected
Use delegation as a development opportunity, as a deputising tool and for succession planning

DO NOT:

delegate the same job to separate people
interfere – allow the person to get on with the job
jump on mistakes – use them as a learning vehicle for future coaching
delegate managerial tasks that relate to the work unit as a whole, e.g. strategic planning, morale issues, inter-departmental differences
rush the briefing process or the person
delegate tasks which are your specific responsibilities, e.g. staff development, performance reviews, setting departmental objectives or any confidential matters
overload one person because you feel they are more capable
make yourself unavailable or lose interest in the task