Over the past several weeks we have been exploring the value to growing organizations of delegating responsibility and authority. Thus far we have reviewed the principle of multiplication, the linkage between responsibility and authority, outlined the value of a succinct job description to augment clear communication and reviewed excellent insight on hiring from Jim Collins’ book, “Good to Great.”
An additional operational factor for effective delegation is regular follow-up. Far too often we will delegate a task with appropriate authority - and then fail to follow up with the person to see how things are going.
The failure to follow-up can be postured at opposite ends of the spectrum: alternately, “I don’t want to bother them and make them feel like I don’t trust them,” or, at the other extreme, “They should just get to work and do their job; I am not interested in baby-sitting them.” Both extremes miss the point of great leadership. In point of fact, both can be tantamount to abdication.
Here are several tips for establishing a regimen for regular follow-up:
- Set a Date: At the time the task is delegated, set a specific time and date to meet and review the status of the assignment. Doing so will create an expectation from the start that a review will occur, and therefore can avert awkwardness in the relationship down the road. Conclude the discussion by setting a subsequent date for the next follow-up.
- Include Coaching: When communicating the task and assigning responsibility, posture yourself as a leader that is willing to act as a coach. Clearly communicate that you will be regularly checking in to make certain that everything is workable with the task as assigned. Let the person know that your sole intent is to ensure that they succeed and that you have no intention of abandoning them to the winds of random circumstance.
- Request Written Updates: At the outset, ask for regular written updates – they can be simple and informal; doing so creates the expectation of ongoing interaction and follow-up.
- Create a Sunset: Delegate the task with a deadline, after which reassignment will occur. By building in a “sunset clause,” conducting a review will be predictable, as will other options such as making adjustments, terminating the role, or extending the assignment to a new and specific future point in time.
Certainly this list is not exhaustive. The goal is to set clear parameters when delegating responsibility. This includes appropriate expectations for follow-up at the outset…and then following up as agreed.
As we said last week, professionals who specialize in human resource management can provide a level of expertise on this topic beyond the scope of this blog. Our purpose is simply to offer a starting point for our thinking and consideration when delegating responsibility to others.
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