Learning to delegate effectively is more than just finally letting go of the idea that “I can do it better myself.” One of the things that makes delegation so hard to do well is that the whole idea of delegating changes as you advance in your leadership and as each of your team members advance in their capabilities.
Michael Hyatt, in his book Free to Focus, describes five distinct levels of delegation. Moving into each successive level feels risky, but there are benefits to each progression, and there are ways to mitigate each risk.
1️⃣ The first is what Michael Hyatt calls “Do as I Say.” When delegating to a particularly inexperienced team member or delegating for high risk, high-profile responsibility for which you are an expert, you may specify in detail exactly what you want your team member to do.
2️⃣ The second level Michael labels “Research and Report.” At this level, you ask your team member to research options and present them to you. You will still make the final decision and give clear instructions, but you’re inviting a taste of autonomy for your team member.
3️⃣ The third level is “Research and Recommend.” With a more experienced team member, you can invite them to make their own evaluation of their research and recommend a course of action. You still retain the right to approve their recommendation and authorize them to act on it or to override their suggestion with instructions of your own.
4️⃣ The fourth level is “Decide and Inform.” Here, you are no longer the decision maker. You have enough trust in your team member to let them make their own choice. In order to lead effectively, though, you’ll want them to inform you of their choice and their progress.
5️⃣ The fifth and final level is “Act Independently.” At this level, you trust their judgment so much that you no longer need to stay informed.
The biggest risk for each of these levels is a misunderstanding of exactly how you’re delegating, and at which level. To mitigate that risk, be sure to explain at the beginning of the conversation what kind of delegating you’re doing, and specifically what expectations you have of your team member. If they’re to report back, for which events? and under what circumstances?
If you’d like a thinking partner to help you evaluate the appropriate level of delegation on your team, let’s talk. Visit stevedwire.com/talk to start the conversation.
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