Reinforcing a Delegate’s Role

When appointing delegates, always introduce them to team members, clearly stating the delegates’ responsibilities. This will help delegates feel part of a team and encourage them to accept ownership of the tasks for which they are responsible.

Establishing delegates

For delegation to be effective, the delegator must always make a new appointment known. Having delegated a task, ensure that all relevant people who may be affected, including all colleagues, customers, and suppliers, are informed. If the appointment is high profile, make an occasion of the announcement -– so boosting the delegate’s prestige, pride, and confidence. Ensure that the exact nature of a delegate’s responsibility is fully understood by all as confusion could be counterproductive.

Introducing a new delegate

Introduce a new delegate to existing team members, and inform any customers or suppliers who need to know the relevant responsibilities the delegate will have.

Accepting ideas

When you delegate a task you are also delegating the right to make decisions. Openly encouraging delegates to use their own initiative at all stages of a task or project will give them an added interest in the task and will boost their self-confidence. Unless there are good reasons for not doing so, accept ideas even if you consider the benefits to be marginal. Demonstrating openness to others’ ideas will also motivate all members of a team.

Delegating ownership

The highest form of delegation is the transference of “ownership” of an entire project to a trusted individual. However, this delegation of ownership should extend to all delegated tasks, small or large, as it is one of the most effective of all incentives. You will encourage ownership by allowing delegates to plan and execute a task in their own way, and by suggesting that delegates find their own solutions to problems that arise.

Table Comparing management techniques

Undermining ownership	Reinforcing ownership
Countermanding The manager asks what decision has been made, or what action has been taken, and countermands the decision or action.	Hands-off The manager does not interfere during the performance of a delegated task, but is fully informed to ensure good execution.
Interfering The manager demands to be informed of any progress, expressing approval or disapproval, and does not allow the delegate ownership.	Advice and consent The manager takes on the role of an adviser to the delegate. Major decisions on issues raised by the delegate are agreed jointly.
Taking over The manager does not trust the delegate, or is unable to relinquish control, and reclaims the day-to-day performance of the task.	Coaching The manager uses the delegated task as an opportunity to develop delegates’ skills and broaden their range of experience.