Learning to delegate effectively is a frequent challenge for many of those who I have coached. Managers often choose between two evils: micromanaging or dumping. Effective delegation is an art that frees up the mangers time to focus on their “real” job and their priorities, and is an effective tool for development and growth, as well as tool to engage, and motivate.
Marshall Goldsmith, a prominent executive coach, recently suggested in an HBR blog several simple yet useful tools for better and more effective delegation. The issue Goldsmith points out is not more delegation, but better delegation.
To better delegate, schedule a one-on-one meeting with each of your direct reports. In this meeting, ask each person to identify their key areas of responsibility, and then, ask them, “Within each area of responsibility…
1) Are there areas where I need to ‘let go’ or delegate more to you?”
2) Are there areas where I need to get more involved or provide more help to you?”
Most leaders find that there are important areas where they do need to let go. I often use an exercise when discussing leadership transitions, where individuals are asked to identify what they need to let go, add on, and preserve to successful accomplish a new transition. The first question, “what do I need to let go” is regularly the hardest and most stressful question to answer.
After getting this input as to what your direct reports need you to let go or delegate, and where you need to be more involved, ask:
1) Do you ever see me doing things that I don’t need to be doing?
2) Can I let go of some of my work and give it to my staff members?
Most leaders find they are wasting time on activities and tasks that they might enjoy or are accustomed to personally doing, yet are appropriate for a different level in the organization.
Effective delegation allows you to better manage your time to focus on what is truly important to your job, and simultaneously serves as a valuable tool for empowering, growing, and engaging your staff.
Inciting Leaders 