The art of effective delegation: a guide for new managers

Delegation can be one of the hardest things for new managers to learn how to do effectively, and yet studies have shown that just 28% of companies offer any training on the topic. It requires a complete shift of one’s operating system to go from superstar of doing things on your own to accomplishing goals through others.

Not only does delegation free up the manager’s time to prioritize their own tasks, it’s also an important part of providing development opportunities to the team and keeping them engaged in their work by giving them a chance to break outside of their routine work.

Developing the skill of delegation is an important part of any transition into leadership. All organizations would benefit from a more intentional approach to this development rather than relying on new managers to just figure it out over time. In this post we’ll cover the key skills to delegation and offer up some considerations for the journey.

Delegate to the right people

First consider what skills and abilities are required for the task. Ask yourself, “Who on the team has these skills or is ready for a challenge?” It’s an easy choice to select the person with all the necessary skills, but also be willing to offer up appropriate challenges, and design your follow-up structure around skills gaps. Avoid always assigning responsibilities to the same person if possible. This is likely to result in burning out top performers and an underdeveloped talent bench.

If the task is low-skill, ask yourself whether it is still adding value to the organization or whether it should be eliminated or automated. Low-skill tasks that are critical are best to be rotated or evenly distributed among the team.

Be aware that biases could lead to some team members spending a disproportionate amount of time on low-skill activities that will not help them advance. For example, women and particularly women of color, are more likely to handle the “office housework.” This includes taking meeting notes, ordering meals, or coordinating activities. While these activities have value to the organization, they do little to support career advancement. Ensure these tasks aren’t always being done by the same person or group.

Communicate clear expectations

It’s critical to communicate clear expectations around intent, specific deliverables and timelines for updates and completion. That said, with the right people on the task, there should be very little (if any) dictating HOW it should be accomplished. This helps create a sense of ownership while ensuring efficiency and effectiveness.

For example, you ask one of your team members to take ownership of training the rest of the team on new procedures. Clear expectations could look like providing them with complete access to the new procedures, confirming understanding of the new procedures, setting a timeline for the training to begin and end, and establishing expectations for planning meetings to ensure content delivery is on track and questions are clarified. Then give them the latitude to create and present the training, with your support provided in planning meetings and training delivery.

Provide feedback

While micromanaging defeats the purpose of delegation, a manager also shouldn’t leave their team floating aimlessly. As the leader, you are still accountable for outcomes. Establish the appropriate follow-up routines and provide feedback and guidance where necessary.

Effective feedback is always direct and actionable. People must be clear about what to DO differently. For example, instead of saying, “your presentation skills need work,” more productive feedback would be, “Project your voice a bit more. Sometimes it’s hard to hear what you’re saying. Also, I got a little lost on slide 3. There are too many words and the graphic doesn’t seem to relate to what you’re saying. Try putting only the key points on the slide and voice over the details, and a more relevant chart would show…” See how that’s much clearer what to do differently?

Recognize what they are doing well too. Directly appreciate specific aspects of their skills, and ensure they are recognized for their contributions in front of other stakeholders in the organization. This recognition is a key part of helping your team build their visibility across the organization, an important part of career development.

LET GO

Once you’ve done all of the above, what remains is to let go and trust that things will get done. Even if done differently than you would have, that’s OKAY, maybe even GREAT. Allow for diversity of approaches and perspectives.

If you are struggling to let go, take some time for self-reflection. Are there gaps in the steps above that need remediating, or do you have other internal blocks around trust? Some common internal blocks and invitations for further reflection:

• You’ve been let down before and are worried about it happening again
  Ask yourself where else you have a hard time trusting that others won’t let you down? Is this a pattern that needs to be released? The guidance posed in this article is designed to build two-way trust, so if you haven’t tried these approaches before, I encourage you to experiment with it and see how it might transform the outcomes you’re experiencing.

• You lack the patience to support skills or knowledge gaps and have convinced yourself it is faster to do it yourself
  This calls for a mindset shift from short-term to long-term thinking. While it might cost you a few minutes or hours today, think of it as an investment with multiplying returns in the future. Not only will it save time in the long run, but you’ll also have a stronger, more engaged team that’s developing new skills.

• You feel guilty that you are overburdening your team
  It’s good to be concerned about the well-being of your team, and evaluate whether work is appropriately distributed, but don’t allow guilt to cause you to carry everything on yourself. You may be making incorrect assumptions about capacity, or it could also be an opportunity to help your team prioritize their work and find ways to eliminate low-value work. Learning to prioritize is part of development too.

Mastering the art of delegation is a crucial skill for new managers embarking on their leadership journey. As you implement the strategies we’ve discussed here in your own leadership practice, remember that delegation is not just about assigning tasks—it's about empowering your team to take ownership and grow professionally. By letting go of the need for control and trusting in your team's abilities, you'll not only achieve better outcomes but also cultivate a stronger, more engaged workforce.

So, embrace the power of delegation, and watch as your team thrives, your impact multiplies, and your leadership skills soar to new heights. Here's to becoming a leader who empowers others to succeed.