HOW TO USE THIS LEADERSHIP TOOL
“Effective delegation takes emotional courage as we allow, to one degree or another, others to make mistakes on our
time, money and good name. ... Effective delgation must be two-way: responsibility given, responsibility received.”
—Stephen Covey, FIRST THINGS FIRSTLeaders are reluctant to delegate for these reasons:
✗ “I don’t have enough time to delegate properly.”
✗ “I don’t have the skills to delegate well.”
✗ “It’s easier to do it myself than to ask someone else.”
✗ “The people to whom I could delegate are already too busy; don’t have the knowledge,
skills, or experience required; or aren’t ready to accept this level of responsibility.”
✗ “I’ve been let down in the past, and if they don’t get the job done, I’ll end up looking bad.”
✗ “Risk taking is not encouraged in this organization, and delegation is risky.”SUGGESTIONS FOR EFFECTIVE DELEGATION
Pick and adapt the suggestions best suited to your situation.
❑ Learn the skills of coaching. [☛13.1 Coaching]
❑ Learn the skills of training and development; delegation is closely tied to your ability
to develop others.
❑ Learn how to clearly state your role, your accountabilities, and the accountabilities of
others. Delegation is tied to your perception of your role. [☛1.6 Boards of Play, 2.7
Goal Statements, 13.3 Accountability]
❑ Learn the skills of setting strategy, prioritizing, and managing time. Delegation is tied
to leaders’ defining strategies, priorities, and time management for themselves as well
as others. [☛2.6 Clarifying Purpose, 3.1 Strategy, 13.5 Time Management]
❑ Have a meeting with your manager about issues related to delegation.
❑ Get feedback and coaching on your delegation skills. You need to know whether the
cause of inadequate delegation is rooted in the inability or reluctance of others to
accept delegated work, or in your inability or reluctance to delegate. [☛8.7 Active
Listening, 12.4 Feedback]
❑ Learn about yourself as a leader, especially your needs for control and perfection.
[☛1.2 Manage or Lead?]272 SECTION 9 TOOLS FORLEADING ANDINFLUENCINGOTHERS
❑ Define an action plan, including roles, success measures, and next steps. Make this
congruent with the situational model of delegation.
❑ Define accountabilities—yours and the delegatee’s. [☛13.3 Accountability]
❑ Express your confidence, your availability for support, and your appreciation.Step ❸
Postdelegation
follow-through❑ Stay involved at the level you have agreed to (e.g., hold follow-through meetings).
❑ On occasion, step back with delgatee(s) and discuss roles and accountabilities. Assess experi-
ence gained, development and growth in maturity for those involved, and capacity and capa-
bility for future task delegation.➟