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
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More articles on Personal, Team, and Organizational Effectiveness:
- When Your Boss Is a Micromanager
- If your boss is a micromanager, your life can be a seemingly endless misery of humiliation and frustration.
Changing your boss is one possible solution, but it's unlikely to succeed. What you can do
is change the way you experience the micromanagement.
- High Falutin' Goofy Talk
- Business speech and business writing are sometimes little more than high falutin' goofy talk, filled
with pretentious, overused images and puff phrases of unknown meaning. Here are some phrases that are
so common that we barely notice them.
- Help for Asking for Help
- When we ask for help, from peers or from those with organizational power, we have some choices. How
we go about it can determine whether we get the help we need, in time for the help to help.
- Fill in the Blanks
- When we conceal information about ourselves and our areas of responsibility, we make room for others
to speculate. Speculation is rarely helpful. It's wise to fill in the blanks.
- Virtual Clutter: I
- With some Web searching, you can find abundant advice for decluttering your home or office. And people
are even thinking about decluttering email inboxes. But the problem of clutter is far more widespread.
Forthcoming issues of Point Lookout
- Coming February 27: Brainstorming and Speedstorming: II
- Recent research into the effectiveness of brainstorming has raised some questions. Motivated to examine alternatives, I ran into speedstorming. Here's Part II of an exploration of the properties of speedstorming. Available here and by RSS on February 27.
- And on March 6: A Pain Scale for Meetings
- Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional activity, we can use the data to spot trends and take corrective action. Available here and by RSS on March 6.
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- 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.