The delegation dilemma: when do you let go? Learning how to delegate effectively may mean the difference between success and failure for managers in today's dynamic business world.

• Author: Portny, Stanley E.
• Position: ManagementWise

At the Core

This article:

* Lists the benefits of delegating

* Discusses reasons why people do not delegate

* Gives recommended approaches for planning, delegating, and monitoring work on the delegated task

Being a manager in our rapidly changing business environment -- and less-than-booming economy -- is increasingly challenging. Managers seem to have 1,001 responsibilities with more being added all the time. The only practical way to survive is by delegating some tasks to others. Many, however, resist this suggestion. Some have had the unfortunate experience of delegating a task to someone only to have that person not perform up to expectations. As a result, they may have come to believe that "if you want something done right, do it yourself."

More and more managers are being faced with this dilemma. To overcome its challenge and grow to be thriving, productive, and inspirational, managers must

* truly want to delegate

* know how to delegate

* diligently take the steps necessary to delegate the right way

* monitor the performance of the work, once assigned

Why Delegate?

A manager's job is about the goals of producing the greatest amount of work of the highest quality that meets or exceeds the expectations of the organization while, at the same time, continually helping to improve the skills and commitment of co-workers and staff. When handled effectively, though, delegating helps managers accomplish these goals by

* ensuring that the most capable people available perform each task

* enabling people to learn new skills and successfully accept increasing amounts of responsibility and autonomy

* freeing managers to work on those tasks they are best positioned to perform

* allowing those managers to expand their contributions to the organization from what they do themselves to what they can guide and influence others to do

Stumbling Blocks

Oftentimes, managers may not think to delegate a task, or they may believe it easier to do it themselves. This, however, is simply a conditioned reaction based on established habits. It certainly takes some effort to look for opportunities to delegate tasks to others -- and to do it in a way that creates the greatest likelihood of achieving successful results. But there often are even more powerful beliefs and fears that may stop managers from doing what rationally makes sense. Some of the more common problems:

* Throughout much of their careers, most employees have been rewarded for their technical skills, knowledge, and task performance. Conditioned to this system at a lower rung on the organizational ladder, many managers fear that having others perform the technical work of a task will diminish the magnitude and importance of their own personal contribution in the eyes of their superiors.

* Managers may genuinely enjoy the technical work associated with a task. Many records analysts, for example, enjoy records retention research and information inventories. When promoted to a level of management, they are reluctant to give away these non-managerial tasks to others.

* Managers may feel that delegating a task to someone else may be perceived as just a way to get out of doing the difficult work themselves.

* Managers may feel that, in a crunch, they are the only people who can get the work done on time with the highest quality.

* Even though managers delegate a task to someone else, they are still responsible for its results. Managers may not be comfortable with managing performance to ensure the results conform to their own standards and requirements.

There is considerable truth to the saying that "there is an inverse relationship between the degree of technical ability required and the level of management achieved." As technical or analytical staff become supervisors and managers, the need for technical skills diminishes and the need for people skills increases.

No matter what the reasons are for hesitation, those who do not want to delegate will avoid doing so. Before worrying about how to delegate, managers must first address and reconcile potential inhibitors. The following are suggestions on how to handle this process:

Clarify the elements of the position.

Are people in this position really expected to do all the technical work...