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 Next Issue
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
Your comments are welcomeWould you like to see your comments posted here? rbrenXbNEYQrCQXPlWJZmner@ChacftrJyhbunlEQDUyqoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- Enjoy Your Commute
- You probably commute to work. On a good day, you spend anywhere from ten minutes to an hour or two —
each way — commuting. What kind of experience are you having? Taking control of this part of your
life can make a real difference.
- Double Your Downsizing Damage
- Some people believe that senior management is actually trying to hurt their company by downsizing.
If they are they're doing a pretty bad job of it. Here's a handy checklist for evaluating the performance
of your company's downsizers.
- What Makes a Good Question?
- In group discussion or group problem solving, many of us focus on being the first one to provide the
answer. The right answer can be good; but often, the right question can be better.
- Trying to Do It Right the First Time Isn't Always Best
- You've probably heard the slogan, "Do it right the first time." It makes sense for some kinds
of work, but not for all. For more and more of the work done in modern organizations, doing it right
the first time — or even trying to — might be the wrong way to go.
- What Measurements Work Well?
- To manage well, we need to know where we are, where we would like to be, and what we need to do to get
there. Measurement can help us achieve our goals, by telling us where we are and how much progress we're
making. But some things aren't measurable, and some measurement methods yield misleading results. How
can we use measurement effectively?
Forthcoming issues of Point Lookout
- Coming April 24: Big, Complicated Problems
- Big, complicated problems can be difficult to solve. Even contemplating them can be daunting. But we can survive them if we get advice we can trust, know our resources, recall solutions to past problems, find workarounds, or as a last resort, escape. Available here and by RSS on April 24.
- And on May 1: Full Disclosure
- The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility. Available here and by RSS on May 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbreniYuLHPycuCojKxejner@ChacrQcUJESAluflstnIoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.