PMcrunch

Delegation is something that we, as project managers, must do excellently in order to be managers, and very skillfully to be leaders.  At first glance, it would seem that delegating work to subordinates, but actually doing it well is often much more complex.

In my experience, I have found that in order to delegate effectively, you must earn respect.  Respect can be earned in a number of ways.  Here are a few:

1. Demonstrate an understanding of the task at hand.

2. Offer the task as a challenge.

3. Show your own willingness and ability to do the task.

4. Demonstrate your understanding of the importance of the task and how it fits into the big picture.

5. Share the overall plan with the delegate in order to provide them with the perspective.

6. Communicate the task clearly, and ask for feedback to assure understanding.

7. Be likeable.

8. Show that you are respected by stakeholders in and around the project.

9. Show a very sincere willingness to support the delegate through the task to completion.

10. Be willing to give credit - publicly - to the person performing the task.

Everyone works in a different environment - large corporation, government organization, small company, entrepreneurial venture, consulting organization, not-for-profit, in the military - and in a multitude of cultures.  The practical application of the items on the list above will vary depending upon these environmental factors.

So, how can we become a better delegator and apply the ideas on the list?  We can become smarter by getting to know ourselves better, getting to know our organizations well, and getting to know other people well.  I know that is a mouthful, but it is true, and it is actually easy to start. 

First, some introspection helps.  Ask a few questions and be honest.  What do I do best/poorest?  In what situations do I excel/fall short?  How do others see me, in terms of strengths, weaknesses, style, and tendencies?  It may seems strange that this would help with delegation, but you can only help others and get the most from them when you know how to get the most from yourself.

Second, by getting to know the nuances of our organization, we can become familiar with the centers of power, the sway to get things done, and what to prioritize.  This will help us to get the big picture, and to share and hand it off to someone else.

Third, by getting to know other people well, we develop the ability to take honest and sincere interest, and to be truly sensitive to the uniqueness of people.  We learn to find and utilize strengths in those around us.

A final point.  Delegating does not always mean that you are in charge.  In a world of flat and matrix organizations, and in consulting situations, we often do not have the authority to simply offload the work.  So se can delegate in a skillful way by forming alliances, trading services, and many other means that draw on the same rich set of skills.
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John Reiling, PMP
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