Delegation is very different from simply assigning someone a task or project that falls into his or her established job description or requirements. When you delegate, you give someone else one of your job tasks to complete with the authority and control to complete it properly. Delegation is not abdication. You share accountability for the assignment, which is why checkpoints are established to monitor overall progress. Just as the outcomes of your entire department are your responsibility, you are also responsible for the ultimate success of the delegation process.

When delegation is done properly and for the right reasons, it helps foster a climate of trust and creates growth opportunities for your employees. Here are five principles that can help you create an effective delegation process.

1. Determine what you will delegate. Effective delegation begins with defining your responsibilities. Write down all of your activities and responsibilities. Review your master list and categorize all of the items into two secondary lists: things you alone must do and things that others could do or help you complete. Anything that falls into the second list presents an opportunity for delegation.
2. Choose the right person to delegate the task to. Andrew Carnegie said, “The secret to success lies not in doing your own work, but in recognizing the right person to do it.” The key to finding the right person to delegate an assignment to is matching skills and attitude to the task at hand.
3. Clarify the desired results. When the results are clear, it allows the employee to use his or her own creativity and resources to accomplish the task. An added benefit of effective delegation is the individual may find a better and more effective way to accomplish the task or achieve the desired results.
4. Clearly define the employee’s responsibility and authority as it relates to the delegated task. Clearly communicate the expectation, responsibilities, and timeline. Be sure to ask the employee to share his or her understanding.
5. Establish a follow up meeting or touch points. The follow up meetings should be focused on two things—monitoring progress and determining the need for assistance. The number of follow up meetings will vary based on the scope of the task or project and whether the employee is new or a long term member of the department.

Once you have created a solid process for delegation, stick to it, and avoid reverse delegation. At times, a team member may try to dump the delegated task back to you, and you may feel tempted to take it back especially if he or she seems to be struggling. Helping him or her stretch outside his or her comfort zone is all part of a positive growth and development. Use the scheduled follow up meetings to manage the delegation process, provide encouragement, and monitor the results!

Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in helping businesses and individuals achieve high levels of excellence and success. Learn how at www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.

• Successful leaders have mastered the art of self leadership and authenticity. Authenticity implies genuineness, reliability, and trustworthiness.
• Successful leaders have taken time to crystallize a personal vision of the future which will become the foundation or cornerstone for a shared vision. They are able to attract as well as inspire commitment among the people whose collective effort will make this vision a reality.
• Successful leaders understand how to align and maximize resources to realize a vision. The leader’s role is to create alignment between vision, strategy, structure, processes, and people with focus on attracting and maintaining a loyal customer base.

As a leader, you must be many things to many people. First, you must have the capacity to create a compelling vision. If your vision is to excite people, it must take them to new levels of achievement. Then, you must be able to develop and implement the strategies that will guide people toward the vision, analyze the alternatives and possibilities, and set goals that will drive the organization to sustained success. To do this will require that you are able to function successfully in several areas. The first is your role as a visionary.

Leaders who are able to involve people in realizing a compelling vision provide a beacon for the future and a standard of excellence. Vision plays an important role in developing a winning organization. A compelling vision can play an important role in developing a winning organization. A compelling vision can motivate and empower everyone in an organization to seek higher levels of performance and achievement. People want to do a good job because realizing the vision is important to them. A compelling vision is inspiring and it is energizing. It provides an image of a better future that causes people to drive themselves to higher levels of achievement.

In the final analysis, you can’t really force people to be motivated. You can only create an environment in which people are motivated. A vision will release creative energies to successfully attain the desired results. It provides a reason for change and exploring possible uncharted waters with enthusiasm. It gives meaning to work and it encourages innovation. Individuals recognize the importance of their personal contribution to the overall whole. Vision helps everyone realize that their best interests are served by the success of the entire organization.

Vision alone is not enough. Look for future posts on the leader as a coach.

Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in business and management consulting, strategic planning, leadership development, executive coaching, and youth leadership. For more information visit http://www.resourceassociatescorp.com/ or contact RAC directly at 800.799.6227.