Sometimes, delegating doesn’t work out. For a variety of reasons, the person who has been asked to do the task has continuously not produced the desired results. Although this can be frustrating, and you may feel like dealing with it as in the picture above, there are some better ways of taking the role back off the person so that it can be given to someone else.
Some comments on taking back the delegated task
Explain why you are making this decision.
Seek to point them to new roles.
Be prepared for some emotions.
Follow up on how they are going.
Some tips on re-delegating
Think about whether you need to learn more about delegating. What factors led to you making this appointment which has not worked out? Were you in a hurry and feeling pressured to appoint someone? Did you make sure that the person being asked had the skills and experience to fulfill what was being asked of them? Did you check out their background adequately?
Take time to think through the specific attributes and experience that you are looking for in the new person.
Don’t speak badly about the previous person who had the role, but let the new person know about some of the problems that have developed.
Commit yourself to working closely with them to see a positive outcome.
How are you going in the role of asking the right people to do the right roles? How could you develop a greater ability to do this?
Sometimes leaders feel that they have delegated some work or responsibility only to find that it hasn’t been done properly. It could be that the person has dropped the ball or it could also be that they didn’t understand exactly what they were supposed to be doing and how. Delegation is effective when the person doing the delegating and the person being asked are both clear about what the job involves. Before you ask someone to take on a role or job think through exactly what you are asking and how you will explain it clearly.
Explain it clearly to the person that you are asking
Check to see that they have understood what you are asking them to do
Communicate the goals
Make sure they understand the importance of the role
Let them know that you will be checking in from time to time
Communicate how much they can do this in their own way and how much needs to be done a certain way
Ask them about what assistance they will need to do this job
Do your team members understand exactly what you are expecting them to do?
“the single biggest problem in communication is the illusion that it has taken place”George Bernard Shaw
In my consulting work, I come across many leaders who genuinely find it difficult to delegate effectively. Sometimes people assume that a lack of delegation by a leader is a power or control thing. Perhaps in some cases it is, but in the most cases there are other things that hold people back from delegating.
It’s easier if I do it myself
It’s better if I do it myself
It’s hard to ask people to do more work
We remember delegation disasters
Are there some roles or aspects of your work that you should be delegating to someone? Who? How will you do this?
|” Delegating work works, provided the one delegating works, too”
Delegating effectively has many benefits to you, your team and your organisation.
Benefits to you
Do you take on too much at work?
Are you helping team members to grow?
Benefits to the organisation
If you left the team or organisation what would happen?
I believe that one of the skills essential to healthy team leadership is delegation. In this series of emails we will be looking at developing healthier skills in this area. It is important to first understand the difference between being a dictator and a delegator.
Some leaders feel that they are good at delegating, as they are constantly telling / ordering people in their teams what to do and checking regularly that they have done whatever was asked. However, in this dictatorial style of leadership, all of the planning and authority for the action still lies with the senior leader. The team members are regarded as necessary cogs in the wheel, but don’t really have any contribution except for doing the work.
can seemingly be effective, as we can see in many places around the world, as the job gets done often with ruthless efficiency. However, its effectiveness is very superficial and often is breeding a groundswell of frustration and anger which often rears its ugly head in future opposition.
means that the quality of decision making will be capped by the wisdom of the dictator, as the opinions of team members are not heard.
interprets questions and suggestions from team members as a threat to the leader’s authority. Consequently, these questions and the team members asking them are shut down and an enforced unity is imposed.
doesn’t care about the people in the team, as the team simply has people in it to do the work. People can easily be replaced and so they are not valued.
uses positional authority and mind games to control team members. There is a great emphasis on the power of the dictator to do whatever they want and the consequences of non-compliance is stressed and acted upon.
Sadly dictators exist in countries of the world today. On a smaller scale many organisations have leaders who act in a similar fashion.
If you are displaying dictatorial tendencies, it is good to stop, think about your methods and motives and perhaps talk with someone who can help you to grow in your leadership abilities.
If you have a dictator on staff it may be time to have a chat and remind them that they are supposed to be a servant leader of their team and not the ruler of the world!
“Dictators free themselves but they enslave the people” Charlie Chaplin