Effective Delegation of Work or Results

Effective delegation of work is a very important tool for the supervisor, head of a department etc.

Many supervisors are unable to effectively delegate to their subordinates for the following main reasons:

• They don’t trust the abilities of their subordinates.
• They think it is better to do the work of their subordinate themselves in order to make it more effective. It’s the feeling of irreplaceable.
• They don’t find time to delegate.
• The subordinate won’t do the job the way I will.

All 4 of the above reasons are essential but at the same time they are also part of the solution to the problem.

The following diagram illustrates the vicious circle of delegation and contains the 4 reasons above:

First of all, let me start with a fundamental correction. We do not delegate tasks but we delegate results achievement.

Each desired result shall be determined in a specific and measurable manner, within an agreed time limit.

When delegating specific and measurable results, the method and procedure to be followed by the subordinate is of secondary importance provided that the desired result is achieved. (Reasons 4 and 2 above)

For a person to achieve any result, he needs abilities/skills.

The skill lies in the intersection of 3 components: Knowledge, Practice and Strong Will:

Therefore, when a supervisor effectively delegates to a subordinate, he thinks about his subordinate’s skills.

Does he have the necessary knowledge?

Does he have experience/practice?

Depending on the answers above, he plans appropriate training, whether to help him acquire knowledge in the subject or to practice, on the job training.

Training people takes time. However, this time is an investment since at the end of the training, the subordinate will be able to undertake tasks that until now were carried out by the supervisor hence the supervisor can free up this time for more important issues/results.

The entire delegation of work is included in the Efficiency Principle, of the Creation of a Mutual Benefit Relationship which is built through 5 steps:

1. Definition and agreement of desired result between supervisor and subordinate
2. Agreement on the resources required to achieve the result
3. Providing training and guidance to develop the skills needed to achieve the desirable result
4. Definition and agreement in an accountability and valuation framework
5. Design Consequences – Positive (incentives) when the desired result is achieved and Negative (disincentives) when not achieved.

Thus, with the last step above, the 3rd component of skills, which is the strong will, is created.

The 5 steps to develop a Mutual Benefit Relationship essentially solve all 4 reasons/obstacles of delegation mentioned above.

Yiannakis Mouzouris
Strategy and Performance Management
Expert / Business Consultant / Trainer
B.Sc. Mechanical Engineering
M.Sc.Engineering Management, US