A simple definition of management is " getting things done through others."

How well we lead our people resource determines how work gets done and the success we attain.

Before we delegate a task or project we must ask, "Is this person ready? Are they competent or nearly competent to do the job?" One of our goals should be to stretch and grow our people for future positions. It is not necessary that the employee be fully competent in the task we give them.

Give them the chance to grow into the challenge....they will learn more and enjoy the experience.

Whenever you delegate a responsibility -- remember the most important thing.

Describe clearly the results you expect.

Results are most important but how the results are obtained (the process) is important too and should be covered when delegating the task.

Tom was a line technician working a production operation for a computer manufacturer. Joe, his boss, in a hurry as usual came running by and shouted,"I have to go out of town for a day -- I want you to run the department!"

That was it. No other instruction or clarification. Tom was on his own.

Tom had a general idea of what to do in assigning work to the other techs but feared they would not accept his leadership. Sure enough one of the techs, Arnie, got all "bowed up" when Tom was giving assignments.

"Who died and made you captain? ", Arnie asked. Tom decided not to argue and wound up doing the job that Arnie was best qualified to do.

This was an awkward situation which caused some lost production time as the other techs gossiped when overhearing Arnie challenging Tom.

Joe could have avoided the situation by doing one thing: informing all techs that Tom was in charge and they were to follow his direction.

Give authority when delegating responsibility. Communicate that authority to all of your people.

Someone once said that to teach responsibility you must give responsibility.

Once a manager has given an employee responsibility for doing a job or task then the manager must hold them responsible for results.

For many managers this is extremely hard to do since they themselves feel responsible for the outcome. My suggestion is for a manager to set check points to review how the job,task, or project is coming along. This eliminates surprises and allows for coaching sessions with the employee to assure they are progressing successfully.

However if results are less than satisfactory then the employee needs to experience the consequences.

By accepting responsibility and being held accountable for results people will learn and grow as individuals.

Follow these steps and you will have few failures of delegation:

• Select the right person
• Define responsibilities
• Set checkpoints
• Coach along the way
• Communicate authority given
• Explain accountability

As soon as possible after the project is completed sit down with the employee to discuss the event in detail -- this is a time for reflection and is important to the growth of the individual.

Criticism can be a positive and constructive event by first appraising what went well and what needs improvement. Talk with the employee about how they think they have grown and what they might like to do next in continuing to grow in their career.

Give sincere thanks and heartily applaud their efforts in stepping outside the box of their normal career duties. They deserve it.

For the future recognize and build on their strengths by finding projects that brightly display their uniqueness.