Mastering Delegation: 5 Rules to Empower Your Team and Avoid Common Mistakes

Delegation has been one of the most crucial skills in my leadership journey, but it wasn’t always easy—I’ve made my fair share of mistakes along the way. Delegation is often misunderstood and misapplied, and I’ve experienced firsthand how easy it is to fall into common pitfalls. Over time, I’ve learned the key principles of effective delegation and, more importantly, how to empower my team without losing control. Here’s what I’ve discovered about getting it right.

How often have you thought, “I’ll do it faster and better myself”? This mindset is familiar to many, and it stems from perfectionism and a need for control. We want things done “perfectly” and think that means doing it ourselves. But this illusion often results in burnout and missed opportunities to develop our team.

One of my old friends, CEO of Lux, shared at an event that he starts each morning by asking himself, “What tasks can only I do?” He’s often surprised to find that the list is very short. Learning to trust your team and let go of tasks that others can handle is the first step towards efficient delegation. Remember, effective delegation serves as a practical tool for employee development, providing opportunities for growth and skill enhancement within their roles.

One of the biggest mistakes in delegation is picking the wrong person for the task. It’s not just about who’s available—it’s about finding someone with the right skills, qualities, and even personality type for the job. Before assigning a task, clearly understand its requirements, then identify the right individual who matches these needs. Effective delegation isn’t just about offloading work; it’s about strategic placement of your team members. Selecting the right person for each task is about building an optimised People Strategy and correct recruitment process —it’s about aligning the right talent with the right opportunity.

A common oversight in delegation is failing to define what success looks like. Clearly articulate the desired outcome and establish evaluation criteria. This involves setting control points or milestones along the way where progress can be assessed. For example, when developing a business plan, outline key stages such as market analysis, financial projections, and implementation strategies. These checkpoints allow you to guide the process and make adjustments if necessary.

Delegation is a two-way street; if the task doesn’t hold value for the employee or even for you as the manager, it’s a waste of time. Ensure that the task aligns with the goals of your team member and contributes to their development. For example, assigning a project that enhances an employee’s skills or builds on their strengths not only ensures better results but also increases engagement.

Feedback is crucial, but the way it’s delivered can make or break the outcome. Consider these two approaches: “Redo this by Thursday!” versus “Great job on the audience research; you’ve clearly put in a lot of effort. Let’s refine the section on market analysis and aim to wrap it up by Thursday.” The second approach highlights achievements, provides specific guidance, and sets a clear deadline, fostering a positive environment that encourages growth.

It’s easy to confuse delegation with giving orders, but they are fundamentally different. Delegation empowers employees to take ownership of a task, make decisions, and learn through the process. You provide guidance, offer feedback, and encourage their professional growth.

- Delegation: Empowers employees to find the best way to achieve the goal, encourages their development, and fosters a supportive environment.

- Directive Management: Provides specific instructions on how to complete the task, involves constant oversight, and lacks flexibility. While it may be necessary in high-stakes or time-sensitive situations, overuse can stifle creativity and independence.

I remember when I joined a scaling-up business, I thought I had to wear all the hats - including hiring. I figured no one knew my company better than I did, so why would I need a recruiter or HR professional?

I spent countless hours sifting through resumes, conducting interviews, and making hiring decisions based purely on gut instinct. But it didn’t take long for the cracks to show. I realized I was missing out on great talent because I didn’t know how to properly assess candidates, and I was constantly firefighting because I’d hired people who weren’t the right fit for the roles or the company culture. It was a hard pill to swallow, but I had to accept that just because I could do it didn’t mean I was the best person for the job.

Bringing in HR and recruitment professionals wasn’t just about offloading work—it was about delegating to experts who could add real value. They brought strategic insight, a keen eye for talent, and an understanding of market dynamics that I simply didn’t have.

Delegating this crucial function allowed me to focus on growing the business while knowing our team was in capable hands, proving once and for all that effective delegation isn’t just about freeing up time—it’s about leveraging expertise to build a stronger foundation for success.

1. Select the Right Person: Choose someone with the appropriate skills and qualities, not just whoever is available.

2. Clearly Define the Task and Evaluation Criteria: Make sure both parties understand what’s expected. Ask, “Is everything clear?”

3. Set Milestones and Checkpoints: These guide the process and help track progress.

4. Provide Ongoing Feedback and Support: I make it a point to regularly check in and offer feedback, ensuring my team feels valued and supported at every step. It's not just about catching mistakes; it's about recognizing effort, offering guidance, and making sure everyone knows they’re not on their own.

5. Don’t Fall into the “Only I Can Do It” Trap: Trust your team, even when it’s tempting to micromanage. I’ve had to learn to resist that urge and remember that my role isn’t just about getting tasks done—it’s about building a team that can think and act independently.

I’m excited to help you attract the right talent and develop a people strategy tailored to your team’s unique needs. Feel free to ask any questions, and don't hesitate to book a call!
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