1. Clarify what should be delegated
The first step is to determine your priorities. Write all your tasks down on a list and highlight those that you wish to delegate.
It is important not to confuse delegation with simply getting rid of work you don’t want to do or don’t have time for. Delegation should go hand in hand with your employees’ competencies and preferences, thereby giving them a sense of greater influence and responsibility.
Also use your list to consider whether some tasks should be eliminated rather than delegated. If you’re new to a leadership role, take the opportunity to challenge old habits.
2. Find the right person to delegate to
Who is the most suitable person to delegate the task to? The nature of the task and the employee’s skills should determine this. Be aware that additional training or education might be necessary for an employee to take over a task
3. Specify the goal and set a deadline
One typical pitfall of delegation is that the leader and the employee do not share the same understanding of the task’s objective. As a leader, it is a good idea to begin by clarifying the task:
Visualize what the completed task should look like, and write it down. The goal must be clear: What needs to be done, by when it should be finished, and what quality you expect. Once the task is described as clearly as possible, agree on a deadline.
Remember that your employees are different. Some may prefer detailed instructions, while others might rather receive a few guidelines and figure out the rest on their own. Adapt to your employees’ different needs.
4. Provide method freedom
Avoid interfering with the way the task is executed. Everyone has different methods for completing a task, and often the result is more important than the process. Allowing your employees to use their own methods to solve the task will make them more productive, creative, and give them greater ownership.
As a leader, you must set the direction and describe the results you expect, but not dictate the method. CfL uses the concept of "independently thinking obedience" as coined by international strategy expert Stephen Bungay.
His mantra is that as an employee, you must do what is right even if you receive the wrong message. This mantra can also be applied to delegation.
5. Conduct ongoing follow-up
You should regularly obtain feedback from your employees to ensure they have the necessary information to complete the task. However, too much interference can create misunderstandings.
Consider setting interim milestones to gauge progress. For example, if an employee has one week to complete the task, ask for an update after three days. It is important not to ask, “Are you almost done?” as that puts pressure on the employee and makes them defensive.
6. Provide feedback
When the task is completed, give feedback. What went well, and what could be improved for next time? Discuss the outcome and give praise if the task was executed well. This is also the point where you agree on any changes for how similar tasks should be handled in the future.
If you receive a task from an employee that is acceptable but not perfect, it is important not to insist that the employee redoes it until it is flawless. That is demotivating and frustrating for the employee and is often a waste of time. Instead, focus on what can be improved next time.