How to steer clear of delegation traps
The good delegator and the good golfer are very much alike - they both know how to avoid the traps. Unfortunately for you, as manager, the delegation fairway is lined with hazards. If you do not handle your management duties sensitively, you will spend much of your time digging your way out of these traps. So here are some words of wisdom to help the manager-delegator avoid the pitfalls...
1. Do not delegate tasks at random.
The art of delegation involves handing out tasks to those likely to be able to complete them successfully. This outcome will not be achieved by delegating tasks haphazardly.
2. Do not delegate only the unpleasant jobs.
Every company and every department has its share of ‘boring’ jobs - the tedious tasks that nobody wants to do. Try to do one or two of these per month yourself, rather than delegate them all to employees. If you make a commitment to do a couple each month, and your employees know about it, two things will happen: firstly, they’ll appreciate your help; secondly, they’ll be less inclined to grumble about the ‘boring’ jobs they themselves have to do.
In other words, delegation is not simply another word for dumping. Resist the temptation to offload only your unpleasant tasks. Delegate the good and the bad. A motivated staff member will soon become disgruntled if given only the boring, routine, or distasteful projects that you try to avoid.
3. Do not delegate without providing adequate information.
Spell out exactly what you want so that your intentions are complete and understood. Too little information means that the delegate will have to keep coming back to you or that the final product will be incomplete or inadequate. So ensure that the person is given access to the right tools, resources, people, and records.
