Why delegation is not abdication

There are four steps that can be applied in the task of delegation:? Break the goal down to specific tasks and make a list, in order of importance, of all the tasks to be performed? Analyse and make a list of the various competencies required to complete the tasks you have just listed? List the members of the team and identify each individual's capabilities and specific skills? Match the individuals to the tasks that need to be performed.

Make sure the person with the right skills is allocated to the right task. Do you have the correct people with the correct competencies in the correct positions? If you do not, then you need to ask, why not. If you do not have the right people for the job, you have to make some decisions and take responsibility for the situation you find yourself in.

Outsourcing, by the way, is not the solution. You may need to train existing staff or recruit more qualified people. Training is usually the best option - it is cheaper and you know more about the individual you want to train - his abilities, talents and work ethic. Delegating tasks Each individual role should be clearly defined and every employee should be aware of their responsibilities, authority and accountability. If one is accountable for one of these outcomes then one must do something about it, at speed.

If delegating to a cross functional team to get a broad consensus on an appropriate set of actions is the best way to achieve a turnaround in the result, then so be it. It is not acceptable however, to allow the team to wallow in monthly meetings meandering nowhere. The accountability is to achieve the result which requires fast action. Delegating to a committee without giving them the authority and ensuring they have time and the data required to make fast decisions is the accountability of the delegator, not the committee.

Putting together a committee in the first place which finds it difficult to work fast because of a lack of decision making skills is the accountability of the delegator. Delegating the building of the business plan to others without taking a personal interest in how it is built, what the important parameters are and what values of those parameters will equate to success is not delegation.

That is close to abdication. For instance, the accountability for strategy development cannot be delegated away from the leader of the organisation. Many people may be responsible for a contribution to a strategy, but the accountability must lie with the leader.

Elements of strategy execution can be delegated. The Finance Manager can be accountable for strategies that impact financial risk levels, controls or financial processes. The operations manager can be accountable for strategies to improve customer service, improve safety or reduce costs. Accountability for the development and overall execution of strategy, including the level and quality of delegation lies with the leader of the organisation.

Anything else is abdication, not delegation. A good manager knows they are still responsible for it even if they are distant from it. A manager needs to select the right person for the task, ensure they are trained for the task, instruct them clearly, assign the duty, authorise them and mentor them.

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