Delegate This

Delegation is a tool great leaders know how to use. Effective delegation is core to company growth and goal achievement, and in the development of successful people. The more there is to do, the more delegation plays a vital role.

Great delegation skills seem to be more of an art than a science. It’s easy to tell someone, “Delegate that,” but not so easy for most to do so effectively. Why? Think of great jazz musicians. You constantly hear, “I just play, I just know where to go.”

What they describe as simply “knowing” includes myriad skills: control of volume, timbre, speed, balance of complexity and simplicity, and how to play with other musicians. On the surface, this is all artistry.

What musicians often don’t share are the years of practice behind the smooth, fluid jazz. Untold are the hours spent as a kid learning scales, how to hold the instrument and how to develop the muscles to allow a magic flow of fingers and breathing.
 

The Art of Delegation

Leaders who seem to have an innate ability to delegate effectively are actually no different. They, too, follow a process that is replicable. And with practice, each of us can raise the odds on our ability to play like a master.

Let’s listen in on a delegation conversation shared by Marianne, a leader in what could be almost any business, and Steve, a strong manager in the company. Marianne shows real mastery in a conversation with Steve that takes less than two minutes. Art or practiced system?

Breaking Down DL-6

Here are six steps of effective delegation – what I call the DL-6, after “DL'egation 6,” which a client came up with.

“Steve, thanks for coming in,” Marianne says. “No problem, Marianne. What’s up?” he replies.

Marianne continues, “Steve, I need your help if you’re up for it. We need to get a scheduling system in place for the floor staff that is more effective than what we’re doing now. I know you’re aware the schedules for the floor keep going up later than we’ve promised to the team. This issue is to the point now that I’ve heard feedback from more than a third of the team. As a management team, we’re not walking our talk with the scheduling. The folks I’ve heard from feel like we don’t really give a hoot about their time. And worse, we’re not doing what we said we’d do. And they’re right. The system has defaulted to a process that undercuts our integrity; it’s not in our values system. The news upsets me. And, I think we actually have an important opportunity here. We’ve committed to open, honest communication and treating each other with dignity and respect. So far, the current process on the floor schedule is accomplishing neither.”

With Steve nodding his head in agreement, Marianne continues. “My sense is you’re the guy that can actually get this done. You’ve been working on the schedule with your production team, and have obviously achieved the goals I’ve already laid out. So, two tasks if you’re up for them: First, I’d like you to do both schedules at least in the short term. And, second, I’d also like you to train someone else to do this also.”

As Steve nods, chewing on the challenge, Marianne adds, “I also believe you are clear that our goal in scheduling is two-fold: hit productivity and labor cost goals, but also, show the entire staff the respect they deserve. The schedules are up with enough advance notice so they can make plans and know they are important to us. And train someone else along the way.”
 

Here’s what Marianne has accomplished in about one minute:

Step 1: What? Explain what needs to be done.

Be as specific as you can. In Marianne and Steve’s case, schedules need to support profitability of the company.

Step 2: Why? Summon the biggest reason you can think of.

In this case, the reason has as much to do with morale as profitability. Steve’s not just doing what the boss tells him to, he’s supporting a culture concerned about both profit and care of people. Sadly, the “why” is usually left out in delegation because leaders assume it’s clear to the team. Remember, your team is not made up of mind readers.

Step 3: Who is the right person to do the task, and are they willing to do this?

In addition to willing, are they capable? What do I need to do to assure success? Marianne continues, “Steve, is this something you’re willing to do?” Steve, nodding his head and smiling, responds, “Absolutely! I’ve got a lot on my desk, but I appreciate the opportunity to step up, and I really appreciate your awareness of the impact this scheduling issue has on the team. So yes, I’m in!

“And, depending on who you have in mind, I think Cindy would be a great person to train in the process.” “Great. I’d like you to take over the scheduling in this next cycle,” Marianne says. “That means Monday with the schedule posted by Wednesday at 10 a.m., which is our promise to the team.”

“I’m OK with that,” Steve says. “And if you agree with me that Cindy is a good choice to develop, I’ll check with her immediately.”

Smiling with Steve’s initiative to suggest his own trainee, “ Marianne says, “I agree, and what do you need from me to support your success?” “I think I have everything I need,” Steve says. “Great,” Marianne adds. “Walk us through the process, as a double check for both of us.”

Step 4: When? For check-backs, feedback or completion date, be specific.

Things to note: a. The project’s deadline b. Checking back often and early in the process, especially for someone without a track record c. Loosen the check-back cycle as a person proves himself or herself. Don’t assume because they say, “I’ve got it!” that they do, though.

In this case, Marianne is clear: Begin Monday, with the schedule up by Wednesday at 10 a.m. Cindy is being trained at the same time. Steve has confirmed his understanding of the timeline and his confidence to accomplish the goal.

With first-time delegation, more clarity is better than less to ensure success. In both steps 4 and 5, the newer a person is to the task being delegated, the earlier and more often check-backs will be needed.

Step 5: How will this get done successfully? How will you get this done? What steps will you take?

In this case, Marianne needs to provide little guidance thanks to Steve’s known skills.

Step 6: Check for understanding, which includes support, needs, assumptions and exact expectations.

Step 5 and 6 tie together to ensure success. Marianne gives a great example of how to check for understanding by having Steve walk the two of them through the project, step by step. Marianne can course-correct in that way as a coach to tighten and ensure understanding.

Know When to Delegate

I have one last adage to share that, as a leader, you likely understand, but I’ll emphasize it anyway: Don’t delegate something you ought to do, and don’t do something you ought to delegate. Use the DL-6 and watch your delegation results improve.