How to Delegate Well: Learn Delegation Strategies, Tips and Tricks. Master This Tool to Manage Your Time Effectively

I was excited to speak with Brian Nordli from BuiltIn recently on the important topic of delegation. Some other great contributors were interviewed for the article as well. If you want some great perspectives, strategies, stories, and tangible tips on delegation, I’d encourage you to read the full article.

Here’s an excerpt highlight:

Involvement Bias

For some managers, it can be difficult to let go of having control of projects. They want to oversee every step of it to make sure everything goes according to plan. This impulse is based on two biases that a team of researchers discovered in trying to understand why some managers are reluctant to delegate. These include:   

- Self-enhancement bias: This involves managers subconsciously rating the work they were heavily involved in as higher quality than work they
didn’t provide input in.

- Faith in supervision: This involves managers assuming the work they oversee as a higher quality than work completed without supervision.

Based on these biases, a manager might assume that their involvement is critical to a project’s success even when that isn’t true. This can lead to micromanaging, which prevents employees from fully stretching their wings. 

The fix: Much like the perfectionist impulse, managers struggling with this mindset need to practice letting go of control. Be clear about what expectations you have about a project, but then let the employee take charge of it. If anything does go wrong, use those opportunities to teach and offer feedback. 

Just don’t forget to celebrate the mistake, Sander said. Reinforce that their intentions were right, even if the outcome was wrong. This combination of teaching and encouragement leads to a more autonomous staff that can produce innovative work without your oversight. 

Key highlights and takeaways:

1. Remember to delegate the proper authority when needed (vs. just delegating tasks).

2. Set clear expectations and provide the relevant context or background information.

   • Even though you’re delegating, don’t just pitch something over the fence to someone and brush your hands clean of it. Set the team member up for success by providing clarity on the desired outcome or result and other helpful information such as criteria, considerations, and timeline.

3. Don’t make the mistake of thinking delegating is “dumping something on someone else’s plate” or just adding more work.

   • In the best-case scenarios, delegation can encourage and empower a team member. It can be an opportunity for them to step up and shine. It tests their capabilities. It gives them a chance to grow and show their talent. They may come up a creative solution that you hadn’t thought of. Importantly, delegation done right helps build up trust, which enhances any relationship.

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About The Author

Emily Sander is an ICF-certified leadership coach with more than 15 years of experience in the business world and the author of Hacking Executive Leadership. She’s been featured in several print publications, online articles, and podcasts, including CEO Today Magazine, Leading to Fulfillment, and Leadership Powered by Common Sense. 

Emily has a passion for helping business leaders reach their full potential. Go here to read her story from seasoned executive to knowledgeable coach. If you want to send Emily a quick message, then visit her contact page here.