Delegation, when done well by managers, produces higher productivity, higher morale, and greater workplace efficiency. However, two common situations prevent many managers from succeeding at this skill as well as they could.
First, managers usually know that the task they’re delegating will likely NOT be done as well as they could do it themselves. They will probably experience an immediate decrease in productivity by delegating that task. Not good. When environments are demanding, managers may feel too much pressure to take time for proper delegating. A long view is needed to invest in employees by delegating. Counsel them too, to deserve that investment.
Another barrier is the fear of being made irrelevant by delegating tasks central to one’s key performance. People tend to identify with their job tasks especially when they become proficient at them. Intentionally giving away those tasks, especially to someone who may eventually be better at it than you, can be intimidating. Managers need to courageously decide to do what is best and give up some of their power for the sake of the greater good. I have talked to many managers who longed for their old tasks, long ago delegated to others. Remember in your new role, you’re expected to go on to management tasks.
Delegation is more about growing people than it is reducing your own work load. It communicates that you trust someone enough to give them higher responsibility for key results. It provides a context for coaching, accountability, and training. Learn the art and skills of wise delegation and reap the benefits of greater leadership and effectiveness.