Developing Management Super Powers – Part 1

Posted by Sarah Hobbs

The Art of Delegation

As a manager, it’s great to find you have some truly high potential people in your team. You probably want to ensure that they remain engaged with stretching experiences and development opportunities. That way they are likely to stay longer because they are learning and growing – and gaining great data for their C.V. Rather than relying on classic classroom training to achieve this growth, why not use the super power of delegation?

Delegation works well as a development tool with any team member and especially with your high potentials as they will really be pushing for the chance to take on next level responsibilities.

Consider what elements of your role are routine for you but would provide a challenging development opportunity for someone who wants to be stretched. Scope these out clearly in your mind:

• What exactly does the task entail?


• Can you define the outputs clearly?


• What are the timescales for delivery?


• Are there hand-offs to other people or teams? If so, what are their requirements?


• What control, if any, do you need to retain with regard to how the person tackles this task (the inputs)?


• What checks can you put in along the way to ensure the task is progressing well and the person developing feels confident and capable?

Then consider which of your high potentials to delegate to. You could choose someone you are developing as a potential successor (vital if you have plans to move on). This will train them up to take on this responsibility, develop their network, and help them understand what it will take to succeed in your role.

You might choose a person with strengths in the skills required, knowing this is something that will both energise them and develop their skills.

Or you might ask for volunteers because you are interested to see who takes the initiative.

Having found your ‘recipient’ find out whether the opportunity appeals. What are they hoping to gain from the additional work and responsibility? Does your opportunity actually provide this? You don’t want someone to realise their mistake halfway through and try to pass back the work to you! If the answers to these questions are all positive, then brief them fully on the task.

To ensure they really understand what they are taking on, ask them to summarise what they’ve heard (another super-power) and note carefully the questions they ask you. Do they seem to have a real grasp of what’s involved? Are they demonstrating real curiosity and probing to ensure they know what’s required and aren’t making any false assumptions?

If this progresses well, move the conversation on to explore how they will handle this new responsibility on top of their usual role. Can they meet the deadlines your task requires? Ask what support they want from you along the way, and agree how you’ll provide this. You might even get them to delegate some of their routine work further down the ‘chain’. This will also develop their ability to delegate effectively – a double bonus!

Having done this, set them off. Put in check points along the way so you know how well they are progressing and can encourage, support and praise in equal measure.

TAKE AWAY
The benefits of delegation are clear: high potentials are developed in the moment in live business situations requiring them to learn fast. Those delegating work will gain time to focus on other business critical issues. The organisation retains its key talent and ensures their understanding of the business is deepened day by day. That’s why delegation is an art and a super-power – use yours today!