
U.S. Army Veteran Michael Kacer passes the baton to Staff Sgt. Michael Smith, Warrior Transition Unit, Fort Sam Houston, Texas. Widely held beliefs about delegation would suggest that delegating is analogous to passing the baton. But as I argue here, that isn't what effective managers do. In the baton metaphor, managers don't carry the baton themselves. Effective managers work with their subordinates to determine who carries which baton how far. U.S. Army photo by Benny Ontiveros.
The widely accepted definition of delegation is "the assignment of a responsibility or authority to another person, usually from a manager to a subordinate." In this view of delegation, the manager transfers some of the manager's responsibilities — or some of the manager's authority — to a subordinate. If you believe you're delegating, in the sense that you're transferring responsibility or authority from yourself to a subordinate, you probably view yourself as responsible for getting something done — in effect, as a doer. And one of your tasks is to allocate some of your tasks to other doers.
That is not the most effective role for a manager. It is, however, how micromanagers view their roles.
In one sense, using the term delegation to describe what managers do is a tragic error that encourages micromanagement. Using the term implies that what we call delegation is the transfer of responsibility from manager to subordinate. In that sense, the delegation concept is itself problematic, because that isn't what happens when effective managers do their actual jobs.
Here are three insights about managers' jobs.
- Don't do; meta-do
- Effective managers Effective managers know that
the manager's job is not
to do, but to meta-doknow that the manager's job is not to do, but to meta-do. Managers allocate tasks to people who execute those tasks, and then the managers do what it takes to enable their subordinates to accomplish those tasks. Effective managers lead people and arrange for resources and infrastructure to support those people. They fly political "air cover" when necessary and they influence the organizational culture. They don't manage the tasks of the people who do the tasks. Managing the tasks is what the people who do the tasks do. - The hands-on manager role is dangerous
- Some managers' jobs do require that they actually execute some tasks. They're in jobs sometimes described as "hands-on manager." This kind of job is a setup for failure. It's very difficult to keep straight in one's mind what work is to be executed personally, and what work is to be allocated to subordinates. The hands-on manager job creates inherent conflicts of perspective. Someone in this kind of job is likely to get into trouble about delegation, because the job is so poorly defined. See "The Risky Role of Hands-On Project Manager," Point Lookout for April 23, 2008, for more.
- Manager's responsibilities differ from subordinates' responsibilities
- Managers are indeed ultimately responsible for the work their subordinates do, but it's a kind of responsibility that differs from the responsibility the subordinates carry. The manager's responsibility is most evident when things don't happen as planned. When things do happen as planned, the manager's responsibility is to ensure that the people who executed those tasks get the credit they're due. When things don't happen as planned, the manager's responsibility is to investigate what went wrong, and then to see that corrective actions are taken so that things work better next time.
So if you feel that it's your job as a manager to delegate a task, there's a good chance that you were holding onto that task yourself. And if you were holding onto it, you might have been doing what micromanagers do. Top
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Related articles
More articles on Personal, Team, and Organizational Effectiveness:
Management Debt: II
- As with technical debt, we incur management debt when we make choices that carry with them recurring
costs. How can we quantify management debt?
Hill Climbing and Its Limitations
- Finding a better solution by making small adjustments to your current solution is usually a good idea.
The key word is "usually."
Deciding to Change: Choosing
- When organizations decide to change what they do, the change sometimes requires that they change how
they make decisions, too. That part of the change is sometimes overlooked, in part, because it affects
most the people who make decisions. What can we do about this?
False Summits: I
- Mountaineers often experience "false summits," when just as they thought they were nearing
the summit, it turns out that there is much more climbing to do. So it is in project work.
Performance Mismanagement Systems: II
- One of the more counter-effective strategies incorporated into performance management systems is the
enterprise-wide uniform quota, known as a vitality curve. Its fundamental injustice breeds cynicism,
performance fraud, and toxic conflict. It produces performance assessments that are unrelated to enterprise
objectives.
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
Coming July 16: Responding to Unwelcome Events
- Unwelcome events have two kinds of effects on decision-makers. One set of effects appears as we respond to events that have actually occurred. Another set manifests itself as we prepare for unwelcome events that haven't yet occurred, but which might occur. Making a wrong decision in either case can be costly. Available here and by RSS on July 16.
And on July 23: Microdelegation
- Microdelegation is a style of delegation in which the delegator unintentionally communicates the task to the subordinate in such detail and so repetitively that the subordinate is offended. As a result of this delegation style, many subordinates feel distrusted or suspected of fraud or goldbricking. Available here and by RSS on July 23.
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