Passing the baton

Passing the baton — Effective delegating takes time, patience
By Lois Patton, for SBT
Roadblock:
Jan, the company owner, had learned her lesson about unwarranted interference in the decision making of a branch manager. Her interference had recently cost her one of her most competent managers. Trying not to make the same mistake twice, she decided to delegate all operating decisions to her new branch manager, Don.
Unfortunately, delegation was not working. She wasn’t pleased with the decisions he was making. After reprimanding him last week she was ready to forget delegating and just wade in and take over herself.
Problem:
Jan does not know the principles involved for effective delegation nor does she understand the difference between assigning a task and delegating a responsibility.
When she directs her branch manager to advertise for additional staff, she thinks she is delegating. However, she is actually assigning a task. If staffing is one of Don’s responsibilities the decision should be his as to how to go about attracting prospective employees.
Solution:
Jan will have more success when she incorporates these delegating principles:
— Get agreement on the results to be achieved and standards by which results are measured. Don must be able to measure his own performance. Jan has the responsibility to communicate her expectations, in writing, to avoid misunderstandings.
— Be sure the one to whom you delegate has the ability to achieve at least partial success. Don’t set up someone to fail. Jan must be clear on the appropriate leadership style required as she works with Don – either direction, support, or delegation.
— Always provide the authority needed to carry out responsibility. If Don is responsible for specific results from the branch operations, he must have the authority to make decisions within the parameters, such as budget limitations or legal restrictions. If he does not yet have the competency to make such decisions, it must be clear from the start that it is Jan who is responsible for results and who maintains authority. In which case Jan may assign tasks and delegate responsibilities appropriate to Don’s experience and expertise.
— Allow for creativity in methods and tools to be used. Don’s ingenuity should not be stifled. Giving specific directions for a delegated responsibility can be demeaning and demoralizing to a competent and committed person.
— Set up critical checkpoints, then let go. Jan and Don should agree to meet at specific times to discuss progress and identify any obstacles that have been encountered. These meetings will make it easier for Jan to adopt a hands-off approach.
— Allow honest failure from honest effort and treat it as a learning experience for all. Jan must be prepared for the inevitable mistakes and be ready to provide needed coaching and redirection. Reprimands or other punitive actions as he is learning will prevent Don from developing into the competent and committed professional Jan needs to manage her branch operation.
Effective delegating takes time and patience. Often there are obstacles to be overcome, but the pay-off can make all your efforts worthwhile. Your success as a leader depends on you ability to develop your people to their maximum potential and then getting things done through them. Delegating is an effective method for helping your people grow and to reach new levels of achievement.
Solutions to Roadblocks is provided by Performance Consulting, a Brookfield training and consulting firm. Small Business Times readers who would like a “roadblock” addressed in this column can contact Lois Patton, at 781-7823 or via e-mail at lorapat@aol.com.
9-9-1999 Small Business Times, Milwaukee