Delegation

by Phil Manington

Profile of a good delegator

There is no single perfect profile for a good delegator – there are many different possibilities. Below are some questions that might help you develop your own style of effective delegation.

The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.

Theodore Roosevelt

How do you see yourself?

  • ‘I am a leader.’
  • ‘I make things happen.’
  • ‘I am a coach.’
  • ‘I am an enabler.’

What do you value?

  • Achievement?
  • Results rather than work?
  • Helping others reach their full potential?
  • Personal development?
  • Contribution from everyone in the team?
  • Improvement?

People become really quite remarkable when they start thinking that they can do things. When they believe in themselves, they have the first secret of success.

Norman Vincent Peale

What do you believe?

Helpful beliefs may include the following:

  • Success is achieved through others
  • People will do the best they can with the resources they think they have available
  • Working well is better than working hard.

What are you good at?

  • Matching the right people to the right tasks?
  • Objective setting?
  • Questioning?
  • Active listening?
  • Coaching?

How do you behave?

  • You give advice (without saying exactly what to do).
  • You seek to draw knowledge out of people, rather than always putting it in (in other words, you help your people to reach their own conclusions and decisions).
  • You trust people and praise them.
  • You give them the credit for what they have achieved.
  • You give constructive feedback (and don’t criticise what can’t be changed).
  • You are consistent and apply these behaviours in all dealings with all members of your team.

See How good are you at delegation? for further questions and to help establish areas for personal development.