Delegation is the process of transferring part of the manager's functions to other employees. Delegation of authority: features, principles and requirements

07.12.2021 -

, business coach, coach consultant, managing partner of the training workshop "Personality and Career"

The delegation process begins immediately after the manager has made a decision to delegate authority and has identified an employee who will carry out the task. In order for this process to become effective, and at the end of it to get the desired result, those who set the tasks should adhere to several rules. What are the key points of delegation and what happens if they are neglected?

Set a goal, determine the result

The first rule is to formulate the goal as specifically as possible. From the very beginning, the manager must clearly explain to the subordinate what result and in what time frame he expects, determine what should be the result of the work (for example, attracting new customers, an event held on time, etc.). A clear understanding of the employee about what result needs to be achieved is a necessary prerequisite for the correct delegation of the task. An attempt to delegate only the process, that is, to indicate to the subordinate only what needs to be done, completely removes responsibility for the result from him, and also reduces his motivation and work efficiency.

When an employee is given a task-process (for example, to call partner companies and offer to become a sponsor of the organization), in fact, they are told what they should do during working hours. But the results of the activity are not defined here. Another thing is if the task is set "with an eye" on the result: to find three client companies and conclude agreements with them. It is extremely important that the leader inform the subordinate about the expected results, so that the latter has a vision of moving towards the goal. And only then the manager can develop (preferably together with an authorized employee) a plan-process to achieve the goal.

In Russian there are two types of verbs - perfect and imperfect, and these types clearly distinguish between a result-oriented action (what to do?) and a process-action (what to do?). From this point of view, it is worth analyzing the job descriptions developed in the organization: they often state what this or that employee should do, but not what he should achieve and by what criteria his performance will be evaluated.

Another key point in goal setting is clarity. Tasks similar to the phrase from the fairy tale “Go there, I don’t know where, bring something, I don’t know what” lead to mutual misunderstanding, and sometimes even to conflict between the boss and the subordinate. A correctly set task must meet the criteria of SMART analysis, that is, be specific (Specific), measurable (Measurable), achievable (Achievable), realistic (Relevant) and limited in time (Timed). A clear and realistic deadline for the implementation of the delegated assignment translates the “wish” task (“It would be nice to hold a master class in the fall”) into the task category – “to hold a master class in the first week of October”.

Thus, with a correct and clear statement of the task, the manager transfers the primary functional responsibility for the result and can ask / demand its achievement from the employee. And, of course, it is necessary to transfer tasks and powers directly to the manager himself, otherwise you will be provided with the effect of a “broken phone”.

Freedom within tight limits

The second rule is to indicate the rights and obligations of the subordinate in the performance of the task. The employee must clearly understand what regulations and norms he must comply with, what resources are available to achieve the goal and what restrictions are set.

To do this, the manager must set the "rules of the game" - the framework within which the employee can act. These frameworks should define the boundaries of the initiative of the subordinate, his right to make independent decisions and the obligation to coordinate his other decisions and actions with the leadership. The level of initiative is usually determined by the competence of the employee. Is he capable of doing the job himself? Does he need advice and adjustment "from above"? Or does the level of a subordinate allow him to be only an executor of orders? Is there a need to constantly monitor his actions and give clear instructions? By answering these questions, the leader can decide on the degree of freedom of action of the subordinate and the degree of his control over the progress of the assignment.

At the same time, another thing is also important - the correspondence of the delegated powers to the task being performed. In other words, the employee must receive from the leader as much power, resources, freedom and information as is required to achieve the desired result. If the manager does not provide the subordinate with everything necessary, the result will be in jeopardy if he completely "unties his hands" - the employee may abuse authority and destructive "power games". It is in such cases that the secretary or the cloakroom attendant turn out to be almost the main people in the organization, since the possibility of meeting with the director or attending the event prepared for them by the audience may depend on their goodwill (“tickets are sold, but there are not enough numbers”).

With regard to the duties of a subordinate, they need to lay down methods of control and ways of reporting on the performance of the task. The manager needs to avoid the role of the overseer and at the same time provide himself with timely and specific information “from the field”. Responsibilities may include compliance with safety standards, corporate ethics rules, deadlines and forms of reports on the completion of tasks, compliance with certain methods and technologies when achieving a goal, etc. The main thing is that all the “rules of the game”, as well as why they need to be observed were understood by subordinates. Otherwise, sabotage can be provoked: employees will try to circumvent or violate prohibitions that are meaningless, from their point of view, while the boss does not see.

What reward lies ahead?

The third rule of successful delegation is to create motivation to complete the task. It can be a “stick” (“it must be done, otherwise they will be punished”) and a “carrot” (“if we do it, we will receive a well-deserved reward”). Practice shows that employees work better if they understand the consequences of completing the task: what prize awaits them and under what conditions, how the solved task will affect the results of the team and the organization as a whole, the attitude of consumers of services and additional income. That is, employees must understand what their benefit is.

Also very important is the relationship between the successful completion of the task and financial rewards, career growth, opportunities to learn and improve their competencies, non-material recognition and encouragement. Only then will the delegated task-task be perceived not as a burden, but as an opportunity and a profitable offer.

Is everything clear to the employee?

The fourth rule: it is necessary to check the employee's understanding of the task assigned to him, his powers and conditions of motivation. Having perfectly mastered the previous three rules, managers often forget about the need to “synchronize watches”, get feedback from a subordinate and make sure that he understood everything correctly. But even if they do not forget, they consider that the “specific” question “Is everything clear?” and the subsequent affirmative nod of the employee is enough. Although what other answer can give the vast majority of subordinates?

Let's illustrate this situation with an example. Once, while advising the director of an organization on the effective setting of tasks for employees, the author of the article recommended the following to him. After negotiations with subordinates, the latter should write down their tasks and key questions and, before starting work, talk again with the leader, based on the notes made. One day of such practice was enough to shock the director: he finally clearly saw the difference between what he says at meetings and what his employees then go to do.

Indeed, all people perceive and understand information differently. If the leader intends to negotiate and act in concert, he needs to receive feedback from his subordinates. This task lies with him! Perhaps the employee does not dare to ask clarifying questions, being afraid to look stupid or in a hurry to start work. It is possible that the subordinate is sure that only the boss can ask questions.

Therefore, it is the manager who should ask the employee how he understood the task. This step will allow you to correct actions in time, come to an agreement and real agreements, and not illusions of understanding. Conversely, without delegated feedback, there is a very high chance of late discovery of a bug, a high price to pay for correcting wrong work, and mutual disappointment.

Support and control

Finally, the fifth rule is to provide adequate support and supervision during the execution of the task. Since the responsibility for the decisions made by the subordinate, mistakes and the final result still lies with the manager, he will have to accompany the process of completing the task, “keep his finger on the pulse”. To do this, it is necessary to meet with delegated employees, control the progress of work stages, and provide them with information and other resources. It is important that subordinates are aware of the opportunity to turn to the leader for advice, help and feedback. Between the boss and the subordinate, communication should be built without obstacles, allowing the free exchange of operational information and creating a single information field for the delegating and authorized.

It is at the support stage that the employee is trained and developed - he can get advice, hints or approval from the manager, offer and discuss his vision of solving problems, new methods of action, ideas and opportunities. In turn, the leader must respond constructively and correctly to the actions of the subordinate, especially if errors and shortcomings occur on his part. The main criterion for high-quality feedback is that the reaction of the authorities should inspire subordinates, and not stop their work, because a mistake is just an excuse to learn something new.

Taking on the authority and the task, the employee (if his level of competence and initiative allows it) also receives the right, within the given framework, to take calculated risks and make mistakes. Only those who do nothing have no right to make a mistake. However, the commissioner, as a rule, is responsible not only for his decisions and actions, but also for inaction and its consequences. This is especially important in extreme situations: when there is no time to run to the authorities for advice, the competence and initiative of employees is of particular importance.

As for control, its form, timing and methods should be determined at the stage of setting the task, so that later unnecessary tension does not arise in relations. Petty guardianship or the position of the overseer only harms the work. Therefore, the manager should initially establish how the employee will notify him about the progress of work, what information he, the manager, will rely on when summing up the intermediate results. It is important that the employee understands the need for control and provides objective information for this purpose. At the same time, the manager must immediately inform his subordinate of the results of the control. When there is utmost clarity in the criteria for evaluating results, this greatly contributes to the productivity of the actions and achievements of the commissioners.

Thus, quality control, based on compliance with agreements and obtaining information about intermediate results, allows you to correct the direction of movement in time and correct errors.

Have you chosen a task? Answer the question!

In order to effectively delegate powers and tasks to subordinates, the manager should first answer a few questions himself regarding the task chosen for transfer:

What will need to be done? What is the end result to be achieved? What can be an obstacle on the way and what is important to consider? What will be the reward for achieving the result?
Who the most suitable candidate for this task? Who will help? Who is responsible and for what exactly?
Why should the goal be achieved? Why can't it be achieved? What happens if the problem is partially or completely left unresolved?
how should be approached to complete the task? What methods and methods should be used? What rules and regulations should you pay attention to? How will I control the process? How will I support and accompany the employee?
With using what will the final result be obtained? What resources, information, powers will be needed to complete the task?
When Should I start doing the task? By what time should it be completed? What should be the intermediate terms and results? When should an employee inform me about the current state of affairs? When should I check the progress of the work?

Delegation is the basis of the European concept of leadership, better known as the Harzburg management model. For more than 30 years, this method of management has been successfully used in various companies and organizations. Successful delegation allows you to achieve several goals at once: optimize the work process, reduce costs, improve the qualifications and train employees, develop the organization's personnel reserve, hone managerial skills and the skills of the leader himself. But the main thing is that delegation helps to get high results due to the high-quality performance by employees of the tasks assigned to them.

For practical development of this topic we recommend training , including delegation topic

Delegation of authority is a powerful tool in the hands of a top manager. He means transfer of tasks and powers to subordinates, to improve the efficiency of the organization as a whole.
Unfortunately, there are few successful examples of delegation in our country. Half of the leaders completely abandon this method, others indiscriminately “blame tasks” on subordinates. Such a perverted attitude to delegation is an obstacle to the development of the company, since the correct delegation will allow the manager to free up time for solving strategic problems.

When should you delegate authority?

The top manager is responsible for the work of the entire subordinate department. It is important to understand that even with the delegation of authority, the responsibility for the quality performance of the work remains with him.
The leader must delegate his powers in three cases. First, when a subordinate does a better job than him. Since this is the time of narrow specialists, do not be afraid to admit to yourself and others that ordinary employees understand something better than you. The main thing is to properly use the potential of employees.
Secondly, when the manager's busyness does not allow him to deal with the problem that has arisen. You manage a certain division of the company, but no one expects you to do all the work yourself.
Thirdly, when delegation allows the leader to free up time to perform important tasks that require immediate execution.

What are leaders afraid of?

Some managers are unwilling to delegate their authority to subordinates for the following reasons:
1) They think they can do better. A very common misconception among top managers. However, it is dangerous because you will drown in petty matters, forgetting about your immediate responsibilities.
2) Lack of leadership. Managers without management skills solve momentary, current tasks, and put the solution of strategic tasks aside. With such a leader, the company, as a rule, begins to “die”.
3) Distrust. Employees in their work are guided by the actions of their leader. Lack of trust on his part will lead to loss of trust on the part of employees.
4) Fear of taking risks. Some managers are convinced that when performing assigned tasks, employees will not feel full responsibility for the result, and as a result, work efficiency will be minimal.
5) Lack of control mechanism necessary for timely notification of the head of the results of work.

Why do employees not want to do the work of the boss?

Along with the unwillingness of managers to delegate authority, employees are unwilling to take on responsibilities. In most cases, they avoid responsibility and even put forward arguments to limit it. This happens because:
1. subordinates prefer to learn from the manager how to solve a particular problem than to make a decision on their own;
2. employees are afraid of criticism and punishment for their mistakes;
3. lack of necessary information and resources among employees;
4. a large amount of work, the employee cannot perform additional tasks;
5. insufficient qualifications for the effective execution of instructions;
6. lack of additional motivation for an additional work.

As an additional motivation, there may be an increase in salary, promotion, unusual titles, diplomas and thanks.

7 Rules for Effective Delegation

For leaders who want to effectively delegate their authority, I have formulated a few rules:

Rule 1 Delegate to subordinates the level of authority that is necessary and sufficient to perform the assigned tasks.

Rule 2 Do not do the work for the performer, but only, if necessary, help.

Rule 3 Make sure employees understand the task accurately.

Rule 4 Set start and end dates for work. Break large tasks into stages.

Rule 5 Train subordinates for new responsibilities.

Rule 6 Do not allow unauthorized tasks, they must come in accordance with the control hierarchy.

Rule 7. Encourage your subordinates for the effective performance of the tasks assigned to them.

Typical mistakes in delegation of authority

Follow the rules of delegation, and then you will be able to avoid common mistakes:
Failure to explain assignment. Meanwhile, the accuracy and completeness of the description of the problem, as well as the capacity of the task formulation, affect the quality of the performance.
Refusal from using feedback. Even when transferring tasks to another employee, continue to monitor its implementation. Ask, for example, to show intermediate results of the study, etc.
Dissatisfaction with the work of a subordinate. Constructive criticism and useful recommendations can be expressed. But never express your dissatisfaction with the way the situation is, unless you have specific suggestions for improving it.
Fear of losing authority. Recognizing the competence of employees in some areas is very important. And the next time you say that you know the only correct solution, they will believe you much easier.

Do you know any successful examples of delegation of authority?

This managerial action is often considered a secret by many managers. Those who know how to implement it, more often than others achieve success in managerial activities. The manager who owns it has every reason to be called a good organizer: he does not ask for positions - they are offered to him. The holders of the "secret weapon" have largely comprehended the secret of a career. The management action in question is called delegation.

Delegation is such an organization of work in which the manager distributes specific tasks among subordinates. It can also be said differently: delegation is the transfer to a subordinate of a task or action that the leader must carry out, along with the necessary authority for this.

Delegation is an absolutely necessary action. Whether the manager wants or doesn't want to, whether he likes it or not, whether he knows how or not, life forces him to delegate. We can say that this is an objective necessity. If a leader knows how to distribute specific tasks among his subordinates, it means that he has mastered one of the main commandments of a manager: “It is not I who must obey the work, but the work must obey me.” Why is delegation necessary? For at least two reasons:

The daily amount of work to be done by the leader always exceeds his physical and temporary capabilities: every day he must do more than he can, and this is normal. And the assignment of cases, tasks to their subordinates allows the leader to perform a greater amount of work.

Naturally, a subordinate is able to do some work or cope with any task better than the boss. This should not be feared, but should be encouraged and cultivated. A good manager is not the one who can do any business better than his subordinates, but the one who manages so that each subordinate does his job in the best way.

Delegation is one of the key tasks in management. But despite this, there are managers who try to avoid delegation whenever possible. Why? This position is based on purely psychological reasons, stereotypes of consciousness, and sometimes fears. What are they?

1. Delegation- This is getting rid of unnecessary uninteresting work. Besides, it's a shame to impose on another the work that I can do myself.

This, of course, is a delusion. If the leader knows how to set goals and plan, then the concept of “extra work” ceases to exist altogether. Imposing work is bad, but if the manager has mastered the methods, methods of motivating employees to work, then imposing is out of the question.

2. Delegation- delegating cases, this is a way to avoid responsibility, dump it on a subordinate .

This is not true! Delegation is a form of division of labor and, accordingly, division of responsibility, and not always in the direction of reduction. Think for yourself: in any case, the manager is responsible for the state of affairs in the unit, and when delegating his responsibility, it does not decrease, but increases. After all, now he is responsible not only for solving the problem, but also for the person (or rather, for the correctness of his choice) who is entrusted with the task. So delegation does not reduce responsibility and does not relieve it, but, on the contrary, increases the responsibility of both the manager and employees. By the way, this is one of the reasons for the resistance to delegation by both sides.

3. Delegation involves taking on new responsibilities. I have to select the right employee, stimulate and control his actions, give the necessary instructions, explanations, etc., and without any guarantee that the work will be done. It is much faster and more reliable to do it yourself.

Of course, delegation takes time. But if it is carried out effectively, then the manager wins more time than he spends. So the above fear is a consequence of the inability to delegate, and nothing more. After all, effectively organized delegation gives a lot. Judge for yourself:

Delegation is a way to motivate employees.

Delegation gives the manager the opportunity to find out the abilities of employees, their level of qualification, and determine their potential.

And, finally, delegation allows you to find time for solving strategic tasks and tasks of group A, without losing sight of the rest. In other words, it would not be an exaggeration to say that the ability to delegate this is the ability to do something with the hands of others, that is, to lead.

Psychological Conditions for Successful Delegation

First, let's figure out what can be delegated and what can't. In any case, you need to delegate:

routine work;

specialized activities (that is, the one that your employees can perform better than you);

solution of private issues;

preparatory work (projects, etc.).

In general, in each specific case, check any of your upcoming cases for the possibility of delegation. Be guided by the extremely simple principle: everything that employees can do, employees should do. To get started, try to evaluate the possibility of delegating such types of work as the following:

a) preliminary formulation (but not final approval!) of goals, plans, programs and projects on which you must make decisions;

b) participation instead of you in meetings at which your projects and proposals are presented.

Never not subject to delegation:

Such managerial functions as goal setting, the final decision on strategic issues; results control.

Employee motivation.

tasks of particular importance.

High risk tasks.

Unusual, exceptional cases.

Actual, urgent matters, leaving no time for explanations or double-checking.

Confidential tasks.

So, as you start your day, consider delegating every task you have, identify those that need to be delegated, and get going.

When to delegate? In daily work situations - always, as often and as much as the work environment allows. In addition, delegation should be used when the working situation has changed significantly and there is a need to redistribute functions and powers. It happens:

when changing the structure of personnel (new appointment, promotion, dismissal, etc.);

when reorganizing or restructuring a department (company, division);

in crisis situations;

in the event of the emergence of new areas of activity or a change in competence.

It goes without saying that delegation is not a simple assignment or reassignment of a task, but such an assignment of a task that is correlated with the capabilities and abilities (as well as the workload!) of subordinates. The workload of employees is the most important regulator of your activity when delegating.

Delegation Rules

Transfer your powers not for reasons of prestige, but solely for the good of the cause. The cause, its usefulness, not ambition, are the criteria for delegation.

Use delegation as a means to increase the self-confidence of subordinates. This is no less, if not more, important than the task itself.

Be ready to support the one to whom you have delegated the task. Even the most independent and competent employee needs the support of the boss, if only to be sure that the boss still considers him independent and competent.

Keep in mind that, having received the task, the subordinate may not make the most accurate, and sometimes erroneous decisions. Of course, there are tasks that must be solved without error, but they should not be entrusted to others.

Delegate directly without using relay links to avoid the “broken phone” effect. Remember the law of "splitting" and distortion of the meaning of management information, which can do a disservice.

In cases where employees make mistakes in the performance of delegated functions, objectively analyze the essence of the matter, the essence of the error, and not the personal qualities, shortcomings and miscalculations of the subordinate. After all, in the end it is you who choose him to solve this problem. So criticize carefully, do not demand an apology, but an explanation of the reasons that led to the error, and constructive suggestions for correcting the situation.

Having transferred the task and the corresponding authority to the subordinate, do not interfere in the course of its solution without a fairly good reason, that is, until you see that serious complications can arise.

Take responsibility for all decisions made by your subordinates, who have received the necessary authority from you. In case of success, give it to a subordinate - the direct executor of the task; in case of failure, take responsibility. You can be sure that it will be appreciated.

And the last thing: if you don’t want to make a mistake when choosing who to delegate a task to, act according to the principle: “You should delegate a task not to someone who wants, but to someone who can and is able to solve it.”

As you can see, these recommendations, despite their importance, are still quite general. Therefore, let us turn to the rules of effective delegation known in management psychology, which are formulated by Western researchers.

Twenty Criteria for Successful Delegation

Delegate early. The decision about what and to whom you want or should entrust, take immediately after drawing up the work plan for the day.

Delegate according to the abilities and abilities of your employees.

Remember - delegation without motivation and stimulation is impossible! Motivate employees during delegation.

Delegate a task or work as entirely as possible, rather than in partial isolated tasks.

Each time you delegate, explain whether you are talking about a single case or a permanent delegation.

It is better to entrust the solution of homogeneous tasks to the same employee.

Make sure the employee is able and willing to take on the job.

Beware of, so to speak, "for reliability" to entrust the same work to two employees who do not know about it.

Transfer authority and competence along with the task (up to the right to sign documents, if necessary).

Instruct employees as accurately and completely as possible when delegating. Make sure that the assigned task is understood correctly. Remember that a subordinate can only do what you tell him, and not what you imagined or had in mind when setting out the task (the law of “response uncertainty”).

When instructing, it is important not only to explain the essence of the task, but also its meaning and purpose.

If the task is complex and new, then when assigning it, you should apply the five-step method. The steps of this method have a certain psychological meaning:

prepare an employee (motivation);

explain the task (detailed instructions);

show how to do the job (give a sample);

entrust the employee with the performance of work under supervision and correct his actions;

transfer the entire work to the employee, leaving only control.

Give the subordinate the opportunity for further professional training and even career growth in order to better perform assigned tasks.

Provide access to any necessary information. Employees judge the importance of a task largely by how complete and timely they receive information.

Avoid interfering with workflow without good reason.

At the same time, create confidence in the subordinate that in case of difficulties or problems, he can always ask you for advice or support.

Agree with the employee about when, how often and in what form he will report to you how the case is progressing.

Control the final results of the task assigned and immediately inform the employee about the results of the control.

Constructively praise successes and criticize shortcomings in the work being done.

These are the criteria (principles) for successful delegation. Their observance allows you to avoid many troubles. But the criteria for effective delegation are not so easy to use in management practice. To facilitate this task, experts offer a list of questions, the answers to which will help the leader give specific instructions to subordinates. Answer these questions too, and then the assignment to the employee will be made more qualified.

What? What generally needs to be done? Which partial tasks need to be done separately? What should be the end result? What deviations from it can be taken into account? What difficulties should be expected?

Who? Who is the most suitable person for this task? Who should help with its implementation?

Why? Why should we do this task or activity? What purpose does it serve? What happens if the work is not done in whole or in part?

How? How should you approach the task? What methods and ways to apply? What regulatory documents (prescriptions, instructions) should I pay attention to? Which authorities and departments should be informed? What might be the costs?

With using what? What aids can and should be used? What documents may be needed?

When? When should work begin? When should it be completed? What interim deadlines must be met? When should an employee inform me of the situation? When should I check the progress of a task?

Delegation errors

In conclusion, we would like to dwell on the analysis of some typical errors in delegation. Knowing them can help you develop your own style of delegation and how you can improve it.

Failure to instruct. How the subordinate understood the instruction depends on whether he will cope with his task. Instruction:

shows the significance, importance and responsibility of the assigned case and thereby sets the employee up for a quality solution, for a serious attitude to the case;

avoids the temptation to attribute failure to "I was badly instructed."

Fake delegation. This is a situation when those tasks, functions and powers that subordinates have by virtue of their official duties are delegated. To prevent this from happening and you do not discredit yourself with your actions, before delegating, familiarize yourself with the job responsibilities of employees. And if there aren't any, develop them. This is useful and even necessary from many points of view. Surprisingly, but true: many employees do not know well (or know only in general terms) their job responsibilities. One can hardly speak seriously about the organization of labor in such a team.

Error in delegate selection. No one is immune from this mistake, however, following the rules of delegation will reduce the possibility and consequences of this mistake to a minimum.

The focus is not on business, but on the individual. Grouchiness, intemperance, excessive emotionality in such a delicate matter as delegation are unacceptable. And composure and equal relations with subordinates are necessary.

Delegation of functions and powers to a group of employees without defining individual responsibility.

Fear of "dropping authority." If you do not know something, then it is better to consult a specialist. As for the employees, you can truthfully admit to them that you do not know how to solve this problem. This will not deal a strong blow to your credibility.

The most dangerous error in delegation is to delegate the unifying management function to subordinates. The leader is the main coordinator of the activities of subordinates.

So, delegation is not a way to avoid responsibility, but a form of division of managerial labor, which makes it possible to increase its efficiency. Delegation facilitates the work of the manager, but does not relieve him of the obligation to make the final decision, and it is this obligation that makes the employee a leader.

Nikolai Veresov

Source: dakozlov.ru

Leadership and Management

Keywords:

1 -1

Greetings! Everyone must have heard of delegation of authority. Everyone knows that competent delegation allows you to significantly increase the efficiency of the company. Dozens of books and hundreds of training seminars teach you how to delegate correctly.

But for some reason, until now, "delegation of authority" in Russia is considered exotic and something "abstruse" and optional.

Today we will once again talk about what delegation of authority is, with its pros and cons, why it is necessary, and what mistakes leaders make more often than others.

Even the most effective leader, businessman or head of the family cannot personally handle all the affairs. Each of us has only 24 hours in a day. Working time can be spent on “turnover” and routine, or you can spend it on important and significant tasks.

Hence the logical conclusion: most of the powers can and should (!) be delegated to others for execution. Proper distribution of tasks between employees is called delegation. Another definition of delegation is the transfer to a subordinate of a task that the manager was supposed to complete.

It has been proven that the one who knows how to delegate correctly achieves success in managerial activity more often and faster than others.

Note! This is not about the direct duties of employees! Delegation is additional tasks and powers (most often one-time).

Why delegate?

Competent delegation of rights and powers solves several problems at once.

Allows the manager not to waste time on trifles, but to focus on important projects

The leader should not "poke his nose" into all the details of his business. And even more so, he should not delve into the smallest details of the work of each employee. His task is the strategic development of the company and overall control. Therefore, all “turnover” (even complex and atypical ones) can and should be delegated to someone else.

Increases overall work productivity

In addition to immediate duties, each employee has a "horse" - what he can do better than others. Anything can be a “horse”: organization of corporate parties, conflict resolution or electronic correspondence with clients.

If each employee performs only “their” tasks, the team will work as efficiently as possible.

Creates a healthy psychological climate

Experts in personnel management consider delegation of authority to be one of the tools of non-material motivation of personnel. By entrusting important and interesting tasks to subordinates, the leader makes them feel their importance and contribute to the common cause.

Tests subordinates for "professional suitability"

The results of effective delegation allow you to identify promising employees. Their promotion and career growth will increase the efficiency of the company in the future.

How is delegation different from task setting?

Problem statement is a narrower concept. What it is? The manager sets the task for subordinates (as a rule, within the framework of their official duties) and that's it ... that's it. How employees will solve it is their problem.

The purpose of delegation is to remove some of the tasks from oneself and shift them to others. At the same time, the essence of delegation is to transfer the task “in its entirety”: from setting the task and briefing to reporting on the results.

Advantages and disadvantages of delegation

Of course, delegation has its pros and cons. But in fairness, I note that the disadvantages appear only with incorrect delegation.

Benefits of delegation

Trains and develops employees
Contributes to the development of the enterprise as a whole
Forms a team and selects promising employees
Saves the manager's working time, which he can spend on solving more important tasks
Sharpens leadership skills
Allows you to maximize the "expertise" of employees in all areas
Motivates staff in non-material ways. By delegating authority, you can retain valuable employees without promoting them
Increases employee loyalty to management and the company as a whole
Provides an opportunity to assess the abilities and qualifications of employees in the "field" conditions
Increases employee autonomy

Cons of delegation

You cannot be 100% sure that the process of delegation of authority will lead to the desired result. If you belong to the manager of the format “if you want to do something well, do it yourself”, it will be difficult for you to “share” with someone

Reverse situation: You are afraid that the subordinate will cope with the task much better than you. Employees feel this and turn on the "reverse delegation" mode, when the task, under the pretext of "no way without you," is returned back to the manager. In this way, subordinates get rid of "extra" work. And the leader receives confirmation of his indispensability
You have to trust your subordinates. Indeed, along with responsibility, they will also be given powers (for example, access to confidential information and the right to sign documents)

Delegation Goals

Delegation has three purposes:

Increase the efficiency of work in the organization
Reduce the burden on management
Increase staff engagement

The Importance of Delegation

Why is delegation so important?

Firstly, the amount of work that a leader can “digest” in a day always exceeds his capabilities. Every day he must do more than he can. Delegation of authority allows you to “unload” the day from the routine and focus on priority tasks.

Secondly, any experienced performer is able to do some work better than the leader. This is normal and should be encouraged.

Brian Tracy says, “If an employee can complete 70% of a task, they can be assigned the entire task.”

Types of authority and centralization of management

What is authority? It is the right to use the company's resources to achieve its goals.

Authorizations are of two types:

Linear. Powers are transferred along the "chain" from the chief to the deputy, from the deputy to the head of the department and down to the final executor.
Staff. An off-system apparatus that allows you to control, advise and influence the work of a linear structure.

Depending on the type of authority, two types of management are distinguished.

Centralized control system

In a centralized system, top management makes most of the decisions (even the smallest and most routine). In such structures, "a step to the left, a step to the right is punishable by firing squad."

Example: hard speech module for call center operators in some companies. Recordings of conversations with clients are subject to mandatory listening. At the slightest deviation from the conversation pattern, the employee is fined.

Decentralized control system

In a decentralized system, the functions of a manager are not so rigidly fixed. They have a main goal and recommended ways to achieve it. Everything else is at the discretion of the performer.

Taking the same call center example, in a decentralized system, employees are allowed to communicate with the customer however they like. But in a friendly tone, politely and without colloquial expressions. The matching principle is included. The main task of employees is quality service and satisfied customers. In such a model, the "lion's" share of decisions is made on the spot by the executor.

How to properly delegate authority?

Here are the basic rules for delegation of authority:

The task must have a specific result.

When delegating a task to a subordinate, immediately clearly indicate the end result. Only after reaching it, the task can be considered completed. For example: “Prepare a report on the results of the sales department as a whole and for each employee for 2017 (sales in rubles, the number of transactions and new customers, the average transaction price, the percentage of the plan completed).

We determine the responsibility, timing and level of delegation

There are five levels of delegation in total: from “strict adherence to instructions” to “complete freedom of action”.

Discussing with a subordinate

Three rules for delegation of authority in discussion. You need to make sure that the employee:

Correctly understood the task assigned to him
Ready to complete it on time
Agree with the proposed solution to the problem or can offer an alternative

Correctly "measure" the degree of authority

In delegation, it is very important to give the subordinate as much authority as he needs to solve a specific task. No more, no less.

If you "oversalt" - the employee may abuse his official position. If "undersalted" - he will not be able to effectively solve the problem. This is especially true when a subordinate needs access to sensitive information.

Lower-level employees know details better

Direct performers always know the subtleties and details of a particular process better. Therefore, it is better to entrust “narrow” tasks to them.

Delegation example. You are the owner of a small coffee shop. We decided to expand the range of products and increase the competitiveness of the outlet. The most accurate and up-to-date information on customer requests will be provided to you by ... a barista at the point. After all, every day he listens to their complaints and wishes.
By the way, this principle of delegation is violated all the time. The boss gives the task to the deputy, he “footballs” it to his assistant, and so on ad infinitum. A typical example is the army or any civil service, where any task "goes down" the chain from top to bottom.

Publicity of delegation

Everyone should know that you asked someone to collect statistics on the results of the sales department. Openness will eliminate misunderstandings and increase the efficiency of delegation.

Delegate not only "garbage"

You can’t constantly delegate unpleasant or “dirty” work to others. It has been proven that this approach greatly reduces the efficiency of the team as a whole. From time to time it is worth entrusting subordinates with “good” tasks: creative, interesting and meaningful.

The "right" motivation

It is not enough for employees to constantly “load” more and more new tasks. They need to be motivated! The “correct” motivation increases both their loyalty and their performance.

Levels and types of delegation of authority

The "depth" and stages of delegation directly depend on the degree of maturity of the employee.

Low level of maturity. This includes inexperienced employees and insecure people. You need to delegate authority to them with clear instructions and regular monitoring.
Average level of maturity. The employee cannot, but wants to work well (he simply lacks the necessary skills and abilities). It is also important to give specific instructions here. And be sure to provide feedback and maintain enthusiasm.
Moderately high level. The employee is quite capable of completing the task. But for some reason, it does not want to work effectively. At this level, it is important to understand the cause.

To solve a similar problem, one of the following methods almost always helps:

Provide freedom in the choice of tools for solving the problem
Delegate interesting and meaningful powers
Involve employees in decision making

High level of maturity. The employee is able and willing to work. Everything is clear here. He can be safely delegated those powers with which he can handle.

The main mistakes in the transfer of authority

The golden rule of delegation: “You need to delegate a task not to someone who wants to, but to someone who is able to solve it.”

Typical manager mistakes:

Rely on the fact that subordinates can read your thoughts. This, unfortunately, is not given to anyone. Therefore, when entrusting someone with a task, formulate it as clearly and specifically as possible.
Underestimate the time it will take the performer to make a decision. Many coaches recommend always leaving a few days "in reserve" (for force majeure, adjustments and refinement). Say, if the report is needed by March 20, announce it to the contractor on March 15.
Control every step. This is the mistake most leaders make. Why is it impossible to constantly “stand over the soul” of an employee? First, it's not practical. Indeed, in this case, you will spend as much time on control as on the task. Secondly, tight control completely discourages subordinates from the desire to work effectively.
Do not voice the "depth" of his responsibility to the performer. Such a mistake destroys the entire effect of delegation if the task is given to a group. Employees willingly shift responsibility to each other.
Delegate to a subordinate his own job responsibilities. Oddly enough, but many employees (as well as their leaders) have little idea of what they generally include!

What can be delegated?

Studies show that up to 80% of the manager's tasks can be delegated. Briefly:

Routine work
Specialized activity (in which the subordinate is considered an expert)
Preparatory work (for example, preliminary analysis of competitors, project preparation)
Private questions (one-time)

What can't be delegated?

There are exceptions to every rule. What should not be delegated to subordinates, but always done by yourself?

Hiring and firing employees

In a small company, all personnel issues should be decided exclusively by the head. In a large one - the corresponding department and no one else.

Strategic planning

Of course, the leader should be interested in the opinion of his employees and use the most successful thoughts / ideas / comments for the benefit of the company. However, only the owner of the business can set the strategic directions for the development of the company.

Serious tasks with a high level of risk

From time to time you have to solve problems that can have a serious impact on the results or prospects of the company. It is also better to do them yourself.

Gratitude from the company

If any employee (or department) deserves gratitude on behalf of the company, it must be carried out personally and “with witnesses”.

Secrets of Delegation

Try to delegate the task as a whole, not in parts. Each employee (in any position) must have at least one “front of work”, for which he is fully responsible.
Encourage discussion. If a subordinate can communicate directly with management and offer his ideas, this greatly increases the return on his work.
Do not pull the employee in vain. If you delegated a task to him, wait for the appointed deadline. Constant adjustments, changes and checks reduce the efficiency of work.

Books on Delegation

Sergey Potapov “How to delegate authority. 50 lessons on stickers»
Maria Urban “Success by proxy. Effective delegation of authority»
Brian Tracy "Delegation and Management"
Julie-Ann Amos "Delegation"

P.S. Interesting fact. Euroset used to have such a rule. As soon as the head of the department began to regularly stay late at work, he was asked to review the workload in the department and redistribute it among his subordinates. If this did not help, an assistant was “attached” to him. Willy-nilly, the leader had to delegate his powers.

In order for the delegation of authority to be as effective as possible and lead to the solution of the tasks set, the manager must be guided by the following rules.

1. Delegation of authority should be purposeful.

In addition to the fact that the “picture” of the image of the result of the task manager and the “picture” of the employee-executor must be identical, the manager must clearly understand the “secondary” effects or goals of this step:

free up time for solving more important tasks that require his (the manager's) participation;
to diagnose an employee, to check his competence, abilities in a certain area;
develop an employee professionally and personally;
prepare a personnel management reserve;
get other effects.

2. Delegation of authority should carried out in advance.

The decision about what and to whom to entrust, the manager must take immediately after the appearance of a specific task, work plan on paper or in his head. It so happened in our domestic management culture that most of the tasks that the manager sets for the employee have a deadline of “yesterday”. Of course, modern business realities are such that a manager needs to quickly respond to an emerging situation, make a decision and set appropriate tasks for employees to complete. Of course, in some cases, in order to maintain the necessary “working tone” among employees, it is possible and even necessary to create an environment of temporary time pressure, the so-called “discomfort in comfort”. But such a "disturbing", "invigorating" situation should not be the norm of organizational life.

The result of the constant “twitching” of employees by the leader can be:

the departure of some employees from the organization;
hidden or open sabotage of subordinates, their ignoring the orders of the head;
stresses, conflicts and other negative organizational realities that will take away a large amount of time and other resources from the manager.

3. Delegation of powers is carried out, in accordance with the abilities and capabilities of subordinates.

Each employee (including the manager) has his own delta (range) of tasks performed by him - from inefficient to highly effective. The lower end of this range starts with easy tasks. These are, as a rule, current tasks of a technical nature, distracting the manager (highly qualified specialist) from performing more important and complex tasks. The upper limit is the tasks that are meaningful and require a large amount of time, personal and intellectual resources for their implementation. Between these two extreme boundaries lies a range of tasks that really require the inclusion and activity of the leader himself. At the same time, tasks that a manager or a highly qualified specialist solves quickly present a certain difficulty for ordinary employees to perform. Moreover, the degree of this complexity is different for each employee. The manager can entrust the execution of a task to a specific employee, knowing for sure that he can do it, that he will definitely complete it, because he has repeatedly solved tasks of a similar and higher degree of complexity. But there will be little benefit from such a decision either for this employee, or for the manager, or for the entire structural unit in the long run.

The ideal option is when the manager sets the task for the employee with the entrance to the "zone of his proximal development", i.e., at a level somewhat higher than his actual (current) capabilities and abilities. It is assumed that the employee must make a certain intellectual, strong-willed, physical, communicative and other effort to complete the task. That is, "surpass yourself." Without a certain level of tension, development, qualitative change, and growth of an employee are impossible. In order to distribute tasks among employees, in accordance with their capabilities and abilities, the manager must know the current capabilities and abilities of his subordinates and be firmly focused on their professional growth and the qualitative development of the entire unit.

As for content-intensive tasks that require a large amount of time resources for their implementation, it is also advisable for the manager to delegate them to employees, possibly in the form of project work, involving several people to complete it.

4. When delegating authority to employees their motivation and need for professional development are taken into account.

The manager should make sure that this employee can and wants to take on what is offered to him. In order to understand what exactly in the need-motivational structure is important for their employees at the current moment and in the short term, the manager must constantly communicate with them, be interested in their professional and personal plans. Based on the interests, motives, needs of employees, the manager distributes tasks in his structural unit in such a way that it contributes to the maximum extent to the realization of their professional aspirations and career plans.

5. To transfer a task, task or work should be, if possible, in its entirety, and not in the form of partial and isolated for the task executor.

When delegating authority to an employee, the manager must convey to him not only WHAT needs to be done, but also WHY it needs to be done, what contribution the fulfillment of the task will make to the work of the entire system (organization, structural unit). If the authority delegated to an employee is of a multi-level, multi-aspect nature, the manager, setting him a task to solve at the first stage, must bring him up to date on the whole matter, so that he would not be surprised at the subsequent stages of work.

The one who delegates authority without knowing the details of the case that he entrusts to others, runs the risk of being unnecessary.
American manager G. Jenine (1910–1997)

6. The employee needs to explain whether the delegation of specific powers is a separate case or is it a lengthy (prolonged) procedure.

Over time, the task delegated to an employee for execution can go into the list of his functional duties. If the manager has such a long-term goal, he needs to understand how successfully this subordinate can cope with this task. Providing him with assistance and support in the initial performance of the task, analyzing the positive aspects and shortcomings in the work of the subordinate, the manager achieves the required level of quality and can bring the performance of this task into the functionality (duties) of the subordinate.

7. Homogeneous cases are desirable to transfer to the same employee.

This provision is connected with the preparation of the employee to receive this task in his functional duties. However, the manager must remember to create the stability of his structural unit through the interchangeability of employees. Therefore, guided by the interests of training a particular employee, the leader should not lose sight of his other subordinates.

8. You should not, in order to avoid misunderstandings and the emergence of a conflict situation, entrust the same work to two employees for reliability.

For each specific case, one person should be responsible - the organizer of this case, but many managers do not give him such authority for a number of reasons. The main one is that managers are afraid to fully delegate rights to one of their subordinates.

If more than one person is responsible for the error, no one is to blame.
"Murphy's Laws"

When the task assigned by the manager to two different employees is interesting, high-status, a struggle can begin between them both for resources for its implementation and for attention from the manager. If the task is unattractive, too routine, requiring significant efforts of employees, then, most likely, it will not be solved at all.