A senior manager was explaining to his friend as to how delegation helped him in doing away with carrying work to home. “All I do is to delegate my pending work, fairly and equally, to my staff before leaving the office at the end of the day.”

Clearly, this is not delegation. Delegation is not a method of reducing a senior’s workload by passing that on to his subordinates and certainly not ‘fairly and equally’.  Delegation is a job specific higher level responsibility given to a carefully chosen subordinate within a well defined framework.

It implies the transfer of responsibility along with the authority for a particular function on a comparatively long term basis that is currently being carried out by a senior. The authority includes decision-making for the accomplishment of the delegated function. Accountability and the ultimate responsibility for the delegated task, however, remains that of the senior.

Delegation is a tool with the leader that serves three purposes. One, it provides motivation to the delegate through job enrichment. In fact, it is a sure way to instantly raise the motivation of an individual to the ownership of his new responsibility. Delegation raises the self-esteem of the individual delegate who would do his utmost to prove himself by making that a success.

Two, it provides an excellent opportunity for nurturing and growth of subordinates by giving them ‘hands on’ experience at a higher level of functioning. It emphasises on self-development, building capabilities and tapping potential. 

In the absence of delegation, a leader deprives his subordinates of a valuable method of accelerated nurturing and growth. Three, it relieves the senior from some of the routine and repetitive tasks thereby affording him that much additional time to attend to more important of his functions.

Mutual trust

Delegation also strengthens mutual trust by virtue of the senior reposing confidence in a subordinate’s competence and trustworthiness to handle higher responsibility.

Cumulatively, delegation creates a wide range of options to fill in any void that may be created by the absence of a manager and in the succession plan at all levels.

In spite of these advantages, it is amazing that the delegation is exercised more as an exception than a rule. The trend, in fact, is in the opposite direction.

The seniors get routinely involved in the functions that are meant to be carried out by their juniors. It is not only at the cost  of  discharging their own responsibilities but it also restricts the learning and growth of their juniors.

The main reason that inhibits delegation is the apprehension on the part of the senior that the delegate may not be able to shoulder the higher responsibility adequately.

Zero error syndrome

It becomes a  major barrier in the organisations having  zero error syndrome. It may also be that a senior feels shaky about shouldering accountability for someone else’s doings; or carry the apprehension that the delegate might feel that his manager is getting himself rid of a task. A lurking fear that the person delegated   might do the job better than the permanent incumbent may be yet another impediment.

There can always be some reason or the other coming in the way of delegation. To derive its benefits, senior managers, supported by the organisation culture, should ensure that those impediments are overcome and delegation made to suitable subordinates as a part of the management system.

To make it work with success, following aspects need consideration while delegating: -

*The individual selected should have the potential of carrying out the responsibility.  The delegation, therefore, should be a fit between the individual’s capability and the proposed delegated responsibility. If necessary, he may be given mentorship, training and time for preparation.

*Delegated work should be specific with clear cut areas of function, related parameters and responsibilities.

*The delegate should be given free hand to carry out his new responsibility. He should be allowed to devise his own method, systems and have the scope to take initiative, be creative and add value to the job.

*While the senior should be available and freely accessible for regular feedback and any help or guidance; he should take care not to breathe down the delegate's neck or keep close scrutiny.

*The delegating person should encourage, praise and give appropriate recognition to the delegate.

*The leader should accept less than perfect, average results, especially in the initial stages. He should exercise restraint on lapses and be tolerant of mistakes.

Ideally, the approach to decide upon the work to be delegated should be for a senior to carry out a review of all his functions and classify them between routine and the senior specific, which have to be performed by him personally.

Organisation culture plays a crucial role in promoting delegation. The culture should signify delegation as recognition of the competence of an individual to carry out functions at a higher plane. Such norms would inspire the individuals to look forward to delegation as an avenue of growth, recognition of their competence and not consider it as an additional burden carrying a marked risk of failure.

The writer is a trainer and management consultant, and can be contacted at uberoy@ushus.net