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Delegating Successfully

One of the greatest challenges for many PMs is effectively delegating and distributing the workload on their projects. Many PMs try to do too much themselves. Others provide inadequate direction and oversight for delegated tasks. The ability to delegate effectively is crucial to successful project management. Some of the keys to delegation are:

u Set clear, realistic goals. Make sure that the expectations of both parties are clear and exactly the same. Allow the subordinate to provide input into what’s reasonable in terms of level of effort and schedule.

u Communicate the assignment thoroughly and clearly. Enable the subordinate to understand both the specifics of his or her assignment and how it fits into the overall project. Ask for confirmation that your instructions are clearly understood.

u Define the “rules of engagement.” Give the subordinate all relevant information about project performance criteria, company policies, and procedures that define how the team works effectively together. The assignment should include guidance on the person’s responsibilities to others, including yourself.

u Encourage empowerment. The subordinate should understand where he or she is empowered to make decisions and take charge, and then encouraged to do so! Resist the temptation to make all the decisions, even when asked. That stifles learning and professional growth, and limits the subordinate’s value to the team.

u Gradually build trust. When starting to delegate to someone you have not worked with before, always increase authority and responsibility gradually until their trustworthiness has been   established. Although empowerment is encouraged, don’t set your team members up for failure.

u Allow the subordinate to work out problems. When a problem arises in the delegated task, encourage the subordinate to take the lead in defining the solution. Don’t be too quick to tell him or her specifically what to do or to fix it yourself. This kind of investment in your subordinates’ development will ultimately pay off in their greater reliability and independence.

u Delegate down to the lowest practical level. Assign each task to the least experienced person who can perform it competently. This both encourages professional development and keeps labor costs at a minimum.

u Provide ongoing feedback. Stay involved with delegated tasks, providing  regular updates, offering guidance and encouragement, tracking progress, and  facilitating coordination between team members. This both motivates better performance and enables you to identify potential problems before they become serious.

u Don’t expect the results to equal what you could have done. This is a significant obstacle to effective delegation—PMs who prefer to do the work because they believe they can do it better. Perhaps they can, but typically at too great a cost relative to the client’s budget and schedule requirements. Delegating often requires “satisficing,” which means achieving the needed result but falling short of perfection.

u Praise good work. Give credit where credit is due to the person who completes the assignments you delegated. Nothing encourages continued good work better.

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