117: How to Delegate Work Effectively

I’ve been getting asked a lot in the past few weeks: OK, how do I delegate effectively? On today’s show, how to delegate work and the seven steps you should follow if you want to get the best results for your team and the organization.

I spoke about the broad framework for empowering others back in Episode #53: Get Results From People With Three Simple Steps

Broadly, three areas we need to consider in delegation:

1. Planning/expectation setting (what this show and the seven steps below are about)
2. Regular check-in/accountability
3. Consequences

The Seven Steps of Delegation:

1. What does success look like?

• Time = define the deadline and major milestones
• Cost = staff time, budget, and resources
• Quality = what the customer (internal or external) expects the work to produce

2. Who is the right person?

• Who is the best person for the job?
• What kind of resources do they have?
• Who do you need to develop? Think succession planning.

3. Communicate expectations

• Speak in detail to the three areas from step one: Time, cost, and quality.
• Put it in writing, especially if someone is new or doesn’t have lots of experience.
• The amount of visibility and complexity of the project indicates how much time you’ll spend here.
• Error on the side of too much communication, when in doubt.

4. Staff member plans project

• They need to have ownership over their work.
• Autonomy is key for engagement. See Daniel Pink’s book Drive* for background on why this is critical for engagement.
• If there’s a way it has to be done, get them the training on how that is done.
• If not, let them come to you with the plan.

5. Review the project plan

• Review to see if it meets the three outcomes you established in step #1 and communicated in step #3.
• If there are major gaps, address those.
• If there are minor issues, resist the temptation to make the plan better, unless asked.

6. Establish milestones

• What’s going to make you comfortable as a manager?
• Factors you will want to consider: size, scope, visibility, and experience level of the person.
• Your goal is to hit the sweet spot between micro-management and county-club management.
• No feedback is worse than negative feedback. See episode #79 for a detailed explanation from Michelle Smith from O.C. Tanner on why this is the case.

7. Provide access to resources

• What budget do they need?
• Who do they need to be connected with?
• What internal politics do you need to help them navigate?
• What equipment, rooms, resources, and lab time are necessary?
• At the very least, make them aware of gaps, even if you can’t address or fund every resource.

Download: The Seven Steps You Follow To Delegate Work

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