Many people mistakenly define delegation as a way for managers to clear the desk and whittle down the to-do list. But smart delegation is an entirely different matter. It can be both a tool for managing workloads more effectively and a means of giving employees opportunities for growth.

Regrettably, leaders are often tempted to keep assignments and projects to themselves. The two most common pretexts? One, no one else can do the job as well as I can. And two, it will take just as long to explain a project to an employee as it would to do it myself.

When done right, however, delegation actually makes better use of existing resources and creates better results than going solo.

Structured delegation

Delegation is much more than a simple handoff. Employees cannot be handed a project folder and told to run with it. Managers must provide some basics for the job and identify the desired outcomes.

The objectives behind the transfer of responsibility should be clear. Is the project being delegated for maximum efficieny or results? Is it being delegated for the employee’s development? Or both?

Delegating for results works best when leaders explain specifically what outcomes are needed and then encourage employees to step up and apply their skills on a clearly defined task. Delegating for development often overlaps with delegating for results, but it may also involve handing a task to an inexperienced but promising employee.

Choosing the appropriate employee for a project is likewise a crucial decision. Consideration should be extended to responsible employees who embrace a sense of achievement, deserve an opportunity to earn your trust, and typically seek opportunities for growth.

Often it makes sense to start small and then go big. By testing employees with smaller tasks, you can comfortably move on to bigger projects.

Communicate expectations, then loosen the reins

After introducing a project, get the employee’s feedback on the task and the goals to make sure you both agree on the level of employee responsibility. As specifically as possible, share the results you expect, but allow leeway in how the employee achieves the goal. Offer clear and measurable objectives, and leave the door open to discussing ways to approach the project along the way. It’s also essential to explain why the job or responsibility is being delegated and how it fits into the “big picture.”

Once this is done, the next challenge is to resist the urge to micromanage. To sidestep this tendency, establish regular meetings with the employee to monitor progress and determine the need for assistance. Schedule check-in sessions -- even as short as 15 minutes per week -- to gauge progress and to field questions. And make sure you’re accessible to discuss problems early on. 

A win-win for operations

By sharing responsibilities, employees are encouraged to grow professionally, while managers are allowed to focus on bigger priorities. It also prevents the common pitfall of leaders who do many things with moderate effectiveness, but fail to excel at the broader leadership tasks.

Just like other management skills, smart delegation must be learned. Letting go is not always easy -- but when this skill is mastered, it benefits the entire operation.