PMcrunch

Successful delegation requires granting both responsibility and authority. These two, combined properly, constitute "empowerment".  However, these two are often not properly executed by the project manager or program leader, and the blame is often placed on the delegate, not on the leader!  We, as project and program leaders, need to look at ourselves in the mirror and ask if we are delegating properly.

The ABC’s of Delegating

There are a few things that are very critical to effective delegating:

1. Spell out the job very clearly.  This first step ensures that you really have something to delegate, and is the first step toward success in delegating.  At a minimum, it is a test of the clarity your vision for what is to be done.
2. Establish the success criteria.  This should be clear metrics that you will use to judge success or failure.  By sharing this with the delegate, you will largely, though not necessarily completely, close the expectation gap between you and the delegate.
3. Do a reality check:  "Is it realistically possible for this individual or group to deliver as expected?"  It may seem that you have all your ducks in order if you do text book delegation, but you really need to step back and do a gut check.  One key influencer here is whether the delegate has the authority to carry out the request.
4. Measure progress on a regular basis.  This should be done in part on metrics that make sense relative to the deliverable(s).  It is also important to have a way to personally interact with the delegate, as this will often reveal "soft" factors that could affect success.

Empowerment is the Key

Successful delegation requires empowerment.  Empowerment is alone common thread found in all of the points above.  If empowerment is not present, the “ABC’s checklist" above will reveal it, and you will need to regroup.
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John Reiling, PMP
Project Management Training Online
Lean Six Sigma Training Online