Common Delegation Pitfalls

Automotive Manufacturing & Production, Sept, 2000 by Ted Pollock

Delegation is a true test of a manager's skill. When he delegates to his subordinates he must bring into play everything he knows about organizing work and dealing with people. But because it is so crucial a skill, its successful exercise is fraught with dangers. Check your own delegation practices for these common mistakes:

* Failure to delegate enough. Despite the earnest resolve to do more delegating, a manager often finds it difficult to give an employee a job that he thinks he can do better. When he feels the hot breath of a deadline on his neck, he is apt to do the job himself because "I'll know it's getting done right." To combat this error, ask yourself these questions about the jobs you aren't delegating: "Why am I doing this myself?" "Couldn't my time be used more profitably doing something else?" "Isn't anyone else capable of handling this?"

* Delegating by formula. There are no standard rules for delegating. Each act of delegation is different because the assignment is different, the employee is different, circumstances are different. A manager must know his people and adjust his approach accordingly. For example, one employee may be insulted by too close checks on his progress; another may welcome them. Suit your control to the individual.

* Failure to keep communication lines open. Delegation can only flourish in a climate that encourages communication between the boss and his people. Delegation is doomed when an employee is so fearful of reprisal or failure that he is reluctant to come back to his manager and say "I need your help." If an employee feels the need to protect himself, he'll cover up--and you may miss a key piece of information vital to the success of the assignment.

* Being too narrow in your delegation. Delegation is a form of training. So don't restrict yourself to delegating the kinds of things employees know how to do best. Try them out on tasks for which you suspect they may have some aptitude but have had no opportunity to exercise. You may strike gold.