5 Steps Of Delegation
Here is Jana Matthews from Boulder Quantum Ventures advice on the 5 steps of delegation;
Level 1 – The Report: This first step puts the information gathering in the hands of the employee, but keeps the decision-making and control in your hands. Start all new employees here. You need to gauge an employee’s information gathering skills before you can accurately assess their decision making skills.
What you say: “Report all the facts to me, then I’ll decide what to do.”
Level 2 – The Recommendation: As the team member gets more comfortable with the process, submitting a recommendation for action is a logical next step. Once you are comfortable that your employee knows how to gather data and information, you can test their decision making skills. However, you retain complete control of the decision that is ultimately made.
What you say: “Identify possible actions including the pros and cons of each, and recommend one for my approval.”
Level 3 – The Action Plan: This level puts both the recommendation for action and the design of the action plan in the employee’s hands, but keeps you in the role of decision-maker. Since most decisions run into problems during the implementation stage, it’s useful to discuss the proposed Action Plan with the employee before implementation begins. It gives you a chance to coach employees on implementation strategies, anticipate problems they might run into, and discuss ways to deal with those problems.
What you say: “Let me know what you intend to do, but don’t take action until I approve the plan.”
Level 4 – Make the Decision: By the time you reach this level, you have greater trust and comfort with your employee’s decision-making and implementation skills. You can now let the team member “fly solo” and make the decision without you, reporting back to you only on the outcome. Your direct involvement has decreased, allowing you to focus on other issues. However, you should monitor progress and expect periodic updates. Hold the employee responsible for briefing you on the outcomes.
What you say: “Decide what to do, take action, and then let me know how it all works out.”
Level 5 – Full Delegation: The Green Light: Employees handle decision-making and are fully accountable for the outcome. At this stage, there is one caveat: “No Surprises.” Tell employees that you expect them to report back if they encounter any problems. Once a task is fully delegated, you can move on to new roles and responsibilities, things that only you can do. What you say: “I trust your judgment and I know your decisions will match our visions, values, and strategy. No further contact with me on this issue is required. But remember: ‘No Surprises’.” Delegation is a continually evolving process. Focus on the things that only you can do and continually look for projects and responsibilities that you can delegate.
As one entrepreneur said recently, “If it can be delegated, it must be delegated.”
By Jana Matthews, Boulder Quantum Ventures
