The ability to let go is a trait far too many managers fail to learn. Despite the many benefits of delegation, it is not uncommon for managers to be reluctant to let go and delegate. Their justification consists of a myriad of reasons, yet few of these reasons are actually legitimate. The unfortunate consequences are that management functions are severely impaired. Among the most frequent excuses not to let go and delegate, are:

• Not enough time to delegate.
• A perception that the task is too important to let someone else do it.
• Fear that a subordinate might to the job better than the manager.
• A concern that the manager’s boss might think the manger isn’t doing his/her job.
• The manager’s belief that he/she can best do the task.
• A lack of confidence in subordinates.

All of the above may seem like rational reasons. However, the fact is that a manager who fails to delegate is simply not managing. A basic principle of organizational management states that sufficient authority must be delegated to take the necessary action to accomplish an objective. The essence of this principle is that when an employee is given an assignment, he/should automatically be granted the power or authority to carry out the assignment to its completion. There are two areas of consideration that will ease a manager’s discomfort of delegation: A specific five-phase process for delegation and a selection delegation model.

Five Phase Delegation Process

• Preparation:
  Establish the goals of the delegation; specify the task to be accomplished and decide who is best suited to accomplish it.
• Planning:
  Meet with the chosen employee to describe the task and to ask him/her to devise a plan of action.
• Discussion:
  Review the objectives of the task to be done, as well as the employee’s plan of action; any potential obstacles, and\ways to avoid or deal with these obstacles.
• Audit:
  Monitor the process of the delegation and make adjustments as required.
• Appreciation:
  Accept the completed task and acknowledge the employee’s efforts and results.

Selection Delegation Model

   There are three levels of consideration when deciding what and how to delegate. Each involves trust

• High trust issues:
  When the level of importance of the task is high and you have a high level of trust of the employee, delegate with specific report schedules, but little follow-up should be necessary. Do, however, establish check points to ensure quality.
• Medium trust issues:
  When the importance level of the task is medium and you have a medium or low level of trust of the capabilities of the employee, delegate with detail as to the expected results. Set reporting times at specific intervals, depending upon the length of the time needed to accomplish the results of the specific project/assignment. Follow-up at specific intervals to see if the project is moving as needed or if additional information is needed.
• Low trust issues:
  If the importance of the assignment is low and the trust of the employee is high, delegate as if it were a high trust issue. If the trust level of the employee’s capabilities are medium or low, delegate small assignments and provide much detail of the expected results. Establish frequent check points for reporting and look for learning points for the employee. Use this delegation as a coaching opportunity for yourself and a growth opportunity for the employee. Delegate one assignment/task at a time until trust is established for more complex assignments.

   By following this simple delegation model not only will you become a better manager, but your employees will become more capable—a win-win situation for all.
    A few final and important points to keep in mind about delegation are:

• Unless you can clearly see and articulate what you want accomplished in terms of results, the delegation process will fail. Your skill in communicating the task is critical to the employee’s success.
• While it is important to stretch the capabilities of your staff, selecting tasks that are too great a stretch can defeat the purpose of delegating for growth. Conversely, repeating the same kind of assignments over and over will not foster opportunities for new growth.
• It is important to link the connection between your assigned task and the individual’s regular job so that the growth potential becomes relative.
• Never revoke what you have delegated. This greatly undermines the purpose of delegation.
• Never accept unsatisfactory or unfinished work. To do so merely communicates your acceptance of sub-standard results.

When a manager has the ability to let go and delegate instead of believing “I” can do “it” faster, easier, smarter, better, quicker, etc. you will not only be managing more effectively, but you will be demonstrating the all-important skills of leadership as well.