In a recent Pabasso.com business leaders event we held at the lovely Wizuworkspace.com, we explored the evolution of a business leader's role from doer to leader.

Delegation is a critical skill for business leaders and you can't grow without accomplishing this skill. Many Business Leaders are reluctant to delegate, often thinking that nobody can do the task as well as they can.

That can sometimes be true, but there is an ideology that even if the delegated task is only performed to 80% of the standard expected, it's still a big win for the delegator!

Delegation not only frees up your time for higher-level strategic and profitable work but also empowers your team members and fosters their growth. Here are the key things business leaders need to know about delegation:

1. Understand the "Why" of Delegation:

• Free up your time: as your business grows, your role shifts from individual contributor to leader. Delegating allows you to focus on planning, strategising, and the more profitable aspects of your business.
• Develop your team: Delegation provides opportunities for your team members to learn new skills, gain experience, and take on more responsibility, which is crucial for their professional development and motivation.
• Build trust and morale: When you delegate, you show that you trust your team's capabilities, which boosts their confidence and engagement.
• Increase efficiency and productivity: Distributing tasks across the team can lead to faster completion and improved overall output.
• Foster creativity and innovation: Empowering team members to own tasks can lead to new approaches, process improvements, and innovative solutions.

2. Identify What to Delegate (and What Not To):

Tasks suitable for delegation:

• Routine or repetitive tasks.
• Tasks that can help an employee develop a new skill or gain experience.
• Tasks that are not high-risk or business-critical, especially when starting out.
• Tasks that someone else on the team might be better equipped to do.

Tasks generally NOT to delegate:

• Performance reviews, disciplinary actions, or other sensitive personnel matters.
• Strategic planning or core managerial responsibilities that require your unique perspective or authority.
• Confidential information.
• Tasks that are highly complex and require your specific expertise, unless you are using them as a structured training opportunity.

3. Choose the Right Individual to Delegate to:

• Assess skills and strengths: Match the task to the individual's current abilities and expertise.
• Consider development goals: Look for opportunities to delegate tasks that align with an employee's professional development goals and interests.
• Balance workload: Avoid consistently delegating to the same capable individuals; distribute tasks fairly to prevent burnout and provide opportunities for everyone.
• Consider motivation and aptitude: Choose someone who is motivated to take on the task and has the aptitude to succeed.

4. Communicate Clearly and Completely, Maybe Using a Simple Training Video 

• Define the task: Be crystal clear about what needs to be done, including objectives, desired outcomes, quality standards, and deadlines.
• Provide context: Explain why the task is important and how it fits into the larger team or organisational goals. This helps the employee understand the significance of their work and make better decisions.
• Specify authority and scope: Clearly define the level of authority the person has (e.g., can they make decisions independently, do they need to consult you for approval?).
• Identify resources: Discuss and ensure the team member has all the necessary resources, tools, information, and support to complete the task successfully (e.g., access to software, relevant documents, training).
• Establish communication channels: Agree on how and when updates will be provided.

5. Provide Support, Not Micromanagement:

• Let go: Once you've delegated, trust your team member to figure out the "how." Avoid dictating every step of the process.
• Be available: Make it clear that you are there to provide guidance and support if they encounter problems or have questions.
• Monitor progress (appropriately): Set up agreed-upon checkpoints or check-ins to track progress without hovering. The level of monitoring should depend on the complexity of the task and the employee's experience.
• Offer constructive feedback: Provide regular, specific feedback (both positive and constructive) throughout the task and upon completion.

6. Empower and Hold Accountable:

• Empowerment: Give team members the autonomy to make decisions within the delegated scope. This fosters ownership and initiative.
• Accountability: While you retain ultimate accountability for the outcome, the delegated individual is responsible for completing the task. Ensure this is understood.
• Give credit: When the task is successfully completed, publicly acknowledge and give credit to the individual or team who performed the work. If there are issues, own the consequences and help the individual learn from the experience rather than assigning blame.

Common Challenges for Business Leaders:

• Fear of losing control: It can be hard to let go of tasks you've previously done yourself. Start with smaller, lower-stakes tasks to build confidence.
• Belief that "it's quicker to do it myself": While this might be true in the short term, it hinders your development as a manager and limits your team's growth.
• Lack of confidence in team members: Invest in training and gradual delegation to build their capabilities and your trust in them.
• Difficulty in communicating expectations: Practice clear and concise communication, asking for confirmation of understanding.

By understanding these key aspects of delegation, business leaders can effectively leverage their team's potential, manage their own workload, and make the business more successful.

We are always looking for leaders of established businesses, currently only in Yorkshire, the Humber and the North East, who are keen to benefit from the experience and expertise of other business leaders, we are also looking for experienced business leaders to join us and Chair more Pabasso - Peer Advisory Board Associates boards. Interested? Why not drop us a note or give us a call to find out more?

We currently have a vacancy in one of our Yorkshire-based Pabasso – Peer Advisory Board Associates boards so if you would like to know more about how we at Pabasso – Peer Advisory Board Associates help leaders of established businesses progress through shared experiences, expertise, and support, please do not hesitate to get in touch. 

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