3 Components of Successful Delegation
Delegation is a directed process – it happens by design , not default . Unless careful , delegation has a tendency to degenerate into abdication , which many mistake for delegation.
3 aspects of : What, How and Why , are critically intrinsic to a well conceived , well directed – successful delegation process
WHAT
- Gives clarity. Unfortunately in many ‘ delegations’ it is the sole component ; which is primarily expressed in the form of instructions – by implication , treating others as Labour.
HOW
- Defines the process, a way to get ‘What’ done. In an evolved set up after instructing what needs to be done, the ‘How’ part is left to the implementers to design, to best leverage on creativity of members & help them blossom .. In a less evolved setup, or in high stakes/ high value , unfamiliar situations –which requires higher control on specifics — the instructor may feel the need to provide advice on the ‘how’ part as well. Some instructors, by nature are conditioned to be imposing and instructive on what and how, regardless of the level of resources or circumstances they operate with . It may serve an immediate need, especially in an exigency, but it does not leave room for people to grow. It also creates dependence , which is destructive .
WHY
- It connects with the purpose and hence essentially should come first in sequence ;in a briefing about a task. It helps people gain a better appreciation of the task and also makes them feel relevant or worthy of someone’s investment in taking time to explain the purpose to them. Only when one understands ‘why’ of ‘what’ they are doing, is when they can involve themselves fully (puts soul into), which is when the best outcomes are reached. This facilitates independence & empowerment !
IDEAL SEQUENCE
- In sum , therefore , while How represents ‘ body’ ; Why is the ‘ Soul’ of efforts to reach What . Hence the ideal sequence for a successful delegation is : Let participants first understand ‘why’, then add clarity by explaining the dimensions of ‘what’ including expectations from them. At this point, leave them to develop the ‘how’ component, themselves ; with minimum facilitation in monitoring or guidance as required This leads to capability building.
Delegation is a strategic mechanism aimed at building capability and succession planning, contrary to view of many organisations as a tactical tool for resource allocation, to get immediate tasks done.
Viewing delegation tactically is tantamount to using people more as labour/engaging bodies. The correct , strategic approach to delegation is to view people as resources and engage them holistically.