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Let’s go back to the basics here folks. Whether you have 3 months or 3 decades of leadership experience, an essential skill to keep your team effective and engaged is delegation. A wise man once said “delegation is about deciding what you don’t do, and prioritization is about deciding what no one does.”

Cliche aside, the skill required in effective delegation is assigning tasks to your team members that achieve leverage and learning. Terry Pearce has a classic (i.e., VHS!) training video about leadership speaking in which he tells the story of dropping off his daughter at college: the main message about delegation is that unless it hurts, you haven’t delegated a large enough task. But what does this look like on a graph, you ask?

Successful delegation takes self-awareness on the part of the manager and the team

Successful delegation takes self-awareness on the part of the manager and the team

The ideal level of delegation gives the team member enough autonomy to achieve a task that requires a slight “stretch” of skill (i.e., learning) to complete at the required level of quality. Yes, the manager could have completed the same task at a higher quality level (per unit time), but the free time created in the organization allows the manager to take on a higher complexity task that, presumably, no one else below him or her in the team could achieve. This is what I mean by leverage.

Locating this curve for each employee/manager combination requires self-awareness and feedback on both sides. The team member needs to raise awareness of his or her skill level, and the manager needs to raise awareness of his or her level of control or autonomy with delegated tasks. From the manager’s perspective, you must be willing to sacrifice control for the sake of leverage and learning, without setting your team up for failure. Staying too far to the left is demeaning and stifling for your team. Too far to the right, and you will assign tasks that my former (rugby loving) manager would call a “hospital pass:” drop it and your team loses, catch it and you’ll get knocked out.

As a manager, signs that you are too far to the left on the curve include:

  • you ask a team member to circulate a document for feedback among a group, and then scold him or her for sending an email to that group before letting you proofread it
  • you ask a team member to facilitate a meeting, and then chime in after every one of his or her comments with a “clarification”
  • your team members have asked (directly or indirectly) for more responsibility and authority to set direction in achieving the team’s goals

As a manager, signs that you are too far to the right on the curve include:

  • many of the tasks you assign need to be reworked at the last minute
  • few team members volunteer for tasks on offer because they are intimidated by the complexity of the task or the risk of failure

So, I challenge you to use this post as a prompt to reassess your ability to delegate. Have a conversation with your team members to reach alignment on where you are on the curve. Find low-risk ways for your team members to fail constructively, and watch the benefits of learning and leverage accumulate.