A Framework For Delegation
When delegating tasks, it’s important to be flexible about how the delegation will work in practice. In this context, it can be very helpful to use a delegation framework to identify the precise degree to which one is delegating. For example, when making a decision, does someone you’re delegating to need to ask you for permission, ask for your advice, and then decide or just tell you what they have done after the event?
There is a very simple framework that describes nine clear levels of delegation where level one represents no delegation whatsoever and level nine is, in effect, fully distributed leadership.
1. Look into this problem. Give me all the facts. I will decide what to do.
2. Let me know the alternatives available, with the pros and cons of each. I will decide what to select.
3. Let me know the criteria for your recommendation, which alternatives you have identified, and which one appears best to you, with any risk identified. I will make the decision.
4. Recommend a course of action for my approval.
5. Let me know what you intend to do. Delay action until I approve
6. Let me know what you intend to do. Do it unless I say not to.
7. Take action. Let me know what you did. Let me know how it turns out.
8. Take action, communicate with me only if your action is unsuccessful.
9. Take action. No further communication with me is necessary.
This framework can be a useful way of agreeing with a member of any team where on the continuum colleagues would like to operate. Of course, the further down the continuum one moves, the greater the degree of trust one needs to have in oneself to complete the delegated task or role successfully.
As part of agreeing on a delegated task or role; it’s important to reach agreement on the timeline and any deadlines. You also need to agree on how you will know how well the project is progressing. Once this has been done, it can be quite useful to ask the team members to briefly write up what they think has been delegated, how they will take decisions, and when they will report back. This is a helpful way of empowering them to own the task as well as giving you the opportunity to check that they have a shared understanding of what has been agreed.
Finally, it is important for you to let people know how they are doing and if they are achieving their aim. If there are problems, you should try to avoid going into blame mode. Rather, identify what’s gone wrong, try to understand together how this has happened and, ideally in a coaching conversation, help the team member to work out what needs to be done differently. That way, the team member continues to feel trusted but at the same time can learn from their experience and improve on their work. It is your responsibility, as the team leader, to absorb the consequences of failure and create a culture where setbacks are an opportunity to learn and grow.
Love and Light
DAO