 The Value of Delegating For the small business owner, deciding what, when and how to delegate, along with to whom to delegate to, are sometimes very difficult decisions to make. After all, it has taken your blood, sweat and sometimes tears to build the business. If you really want to let the business realize its full growth potential, you can no longer do everything yourself. This involves some letting go, which can be difficult for many owners. Delegation is practiced for two major reasons: to optimize productivity (yours) and to develop the staff underneath you to be all they can be. Allow me to expand on these two concepts: Productivity Bliss’s definition of productivity goes something like this: if a boss and an employee are both fully and equally capable of performing a particular task, then the employee should always perform that task. Why? In most cases, the employee earns less salary than the boss, which equates to costing the company less money if the employee performs the task. This approach also allows the boss to spend that time saved on a task that has more value to the company, usually something only they can perform. So, it makes economic or financial sense to allow the employee to perform the task. Remember, the definition states that the boss and employee are both equally capable of performing the task. Staff Development Many key employees have the potential to advance to more responsible, higher value producing positions. Some employees achieve that potential by job rotation, training, or executive coaching/development programs. Others have to achieve their higher potential by performing their responsibilities at a more productive level. A key to any of these types of development is the opportunity to do things they may not ordinarily do because their boss is fully capable of performing the task. This is where delegation comes in. If an employee is 60% or more capable of doing the task or function, you may consider delegating the assignment to this person. You may be saying, “By the time it takes me to explain what I want done, correct the mistakes that are bound to happen, I might just as well do it myself.” From the productivity definition described above, you would be right in saying that this action is not a productive decision. But, you are not using delegation to be productive; you are using delegation to develop an employee with potential. You may even have to spend more time with this person on several occasions until they can finally perform the task at a full productivity level. In the long run, it is worth it to spend this extra time. As this person develops their skills at this particular function, you can devote your time to more important, value-producing items, such as developing new strategies to grow the business, or spending time evaluating the market for new opportunities. Keys to Effective Delegation Here are 8 keys to effective delegation:
Here are six levels of decision-making authority to consider when delegating an assignment. The level you decide to authorize should be clearly communicated to the “delegatee.”
When all is said and done, delegation is a critical skill and habit for managers at all levels to master. Growth, both business and professional, cannot happen without strong delegation. Would you like to discuss this topic with the author? Bliss & Associates Inc. www.blissassociates.com 301 Wynswept Point, Seneca, SC 296725 Tele: 864-888-3100 E-mail wbliss@blissassociates.com Copyright © 2001-2008 by Bliss & Associates Inc. No part of this site may be reproduced or mirrored without permission. |