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Soft Skills
Delegate with discretion
C V Prakash on why a manager should learn to master
the art of 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.” |
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- Theodore Roosevelt
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Delegation of a task, with regard to manager, is as important
as doing the job himself. Delegation is not just a matter of telling someone
else what to do, though many managers tend to think, the job ends the moment
a task is delegated. Managers fail to realise that they own equal or more responsibility
of the successful completion of a task as much as those to whom a task has been
delegated. This makes delegation itself a careful blend of good judgment and
thorough evaluation of both the task and the person or persons, to whom the
task is delegated. This is exactly why there are a lot many aspects that a manager
has to take into consideration while delegating tasks.
First of all one has to know and understand that there is a wide range of varying
freedom that one can confer on the other person, while delegating a task. This
is where the judging capabilities of a manager comes into use. If the person
to whom the job is being delegated has good experience and is reliable, then
the manager can afford to give the person more freedom.
However, it is important for the manager to apply his discretion perfectly while
delegating a task based on the critical nature of the job. A manager has to
be cautious about extending a lot of freedom, especially if the job or reputation
depends on getting a good result.
- Make a matrix sheet with the name of all the
people you interact with and then based on the instructions you get
each time from them, rate yourself on the levels
- Once you rate yourself you will realise which
level you are in the mind of others
- Once you realise how the others assess you in
terms of work, you will know how and where you need to improve yourself
- The moment you realise that you are on the seventh
level of delegation with everybody you interact … you are there!
- Try this because probably this is one of the
best forms of self-appraisal
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The following table illustrates how various instructions are mistaken to be
delegation of a task, whereas a close understanding of the instructions tell
us that they are actually far away from delegation of a task.
The table illustrates beyond doubt that except the last instruction, the rest
are all mistaken forms of delegation of a task.
When a job is delegated to a person for the first time, the ‘boss’
always puts them on the first level of delegation. However, based on the performance
the levels of delegation mentioned in the table goes on getting higher or remains
on the lowest, based on how the subordinate performs.
But the ultimate aim for every person working in an organisation must be to
get into the seventh level of delegation. Once this is done, there is no looking
back for an organisation because every person working there is efficient and
perfect!
| Levels |
Instructions |
What they actually mean |
| 1 |
“Wait to be told” or
“Do exactly what I say” |
No delegation at all! |
| 2 |
“Look into this and tell me what you come up with. I’ll decide” |
This is asking for investigation and analysis but not recommendation |
| 3 |
“Give me your recommendation, and the other options with the pros and
cons of each. I’ll let you know whether you can go ahead” |
Asking for analysis and recommendation, but decision still does not lie
with the performer of the task |
| 4 |
“Decide and let me know your decision, but wait for my go ahead” |
The other person needs approval but is trusted to judge the relative options |
| 5 |
“Decide and let me know your decision, then go ahead unless I say not
to” |
Now the other person begins to control the action. The subtle increase
in responsibility saves time |
| 6 |
“Decide and take action, but let me know what you did” |
Saves more time. Allows a quicker reaction to wrong decisions, not present
in final level |
| 7 |
“Decide and take action. You need not check back with me” |
The most freedom that we can give to the other person. A high level of
confidence is necessary, and needs good controls to ensure mistakes are
flagged |
C V Prakash is Head-Human Capital, Team Computers
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