THE ART OF DELEGATION

Excerpted from: THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE
We accomplish all that we do through delegation —- either to time or to other people. If we delegate to time, we think efficiency. If we delegate to people we think effectiveness.
Many people refuse to delegate to other people because they feel it takes too much time and effort, and they could do the job better themselves. But effectively delegating to others is perhaps the single most powerful high-leverage activity there is.
GOFER DELEGATION:
There are basically two kinds of delegation: “gofer delegation” and “stewardship delegation.” Gofer delegation means “go for this, go for that, do this, do that, and tell me when it’s done.” Most people who are producers have a gofer delegation paradigm. Gofer delegation requires one-on-one supervision of methods, but how much does it really accomplish? And how many people is it possible to supervise or manage when you have to be involved in every move they make?
STEWARDSHIP DELEGATION
Stewardship delegation is focused on RESULTS instead of METHODS. IT gives people a choice of method and makes them responsible for results. Stewardship delegation involves clear, up-front mutual understanding and commitment regarding expectations in five areas.
1. Desired Results. Creat a clear, mutual understanding of what needs to be accomplished, focusing on what, not how; results, not methods. Sped time. Be patient. Visualize the desired resultl. Make out a statement of what the results will look like, and by when they will be accomplished.
2. Guidelines. Identify the parameters within which the individual should operate. These should be as few as possible, but should include any formidable restrictions. Point out the potential failure paths, what not to do, but don’t tell them what to do. Keep the responsibility for the results with them – to do whatever is necessary within the guidelines.
3. Resources. Identify the human, financial, technical, or organizational resources the person can draw on to accomplish the desired results.
4. Accountability. Set up the standards of performance that will be used in evaluating the results and the specific times when reporting and evaluation will take place.
5. Consequences. Specify what will happen, both good and bad, as a result of the evaluation. This could include such things as financial rewards, psychic rewards, different assignments, and natural consequences tied into the overall mission of the organization.
Effective delegation is perhaps the best indicator of effective management simply because it is so basic to both personal and organizational growth.