What is delegation of authority?

What is delegation of authority? When should we delegate?

As a manager and consultant, if you were to ask me what the most important management skill is, I would probably say that effective delegation of authority is paramount. Delegation, like other skills such as decision-making and communication, encompasses the essence of management. Whether you are an entrepreneurial manager working for yourself or an organizational manager, learning how to delegate authority is crucial.
No matter how capable an individual is, if you try to handle all tasks by yourself, your success will be limited due to constraints on time and energy. Furthermore, customer expectations and the demands of the environment are constantly increasing, which can lead to an overwhelming workload, high stress, and dissatisfaction. On the other hand, if you can overcome this limitation, there is a significant opportunity for advancement. Understanding and utilizing delegation of authority as a solution to this problem can remarkably contribute to your success.

What is delegation of authority?

Delegation of authority is the act of entrusting decision-making power regarding specific tasks and responsibilities to a team member and holding them accountable for the outcomes of those tasks and responsibilities.
Some important points to consider about this definition include:
Delegation of authority is not a discrete and binary process; rather, it exists on a continuous spectrum. Some managers delegate a small portion of their authority, while others delegate a significant portion. Depending on the nature of the work, the maturity level of the employee, and, of course, a manager’s attitude, this extent can vary.
It is crucial that there is a proportion between the delegated authority and the corresponding responsibility. It is not right to ask an employee for responsibility without providing them the necessary authority for decision-making, and vice versa. We have given him/her authority but we will not ask for responsibility and accountability from him/her.
A fundamental principle in management is that you can delegate authority but not responsibility. Even if we delegate a task to a team member, we are still responsible for ensuring it is performed correctly. This means we should continuously monitor and guide our colleague’s work.

Why don’t managers delegate?

To properly understand the reasons behind the reluctance to delegate, it’s essential to consider the various factors that may influence managers. When asked why they don’t delegate, managers often provide answers such as:
“I can do the tasks better myself.”
“I don’t have enough time to explain tasks to others.”
“My team members lack the necessary skills.”
“My team members are too busy.”
“Delegating is too risky, so I prefer not to do it.”
However, these answers might not fully capture the real reasons for the hesitation to delegate. Some potential underlying causes are:
Delegation can be energy-intensive, and managers might lack the learning and execution capacity to delegate effectively.
Managers may not possess the necessary knowledge and skills to delegate properly, and they may not fully understand the process.
Office politics and power dynamics can play a significant role in a manager’s reluctance to delegate. Some managers might be concerned about losing authority or control over their subordinates, so they avoid delegating important tasks. This is a common issue in many workplace environments, including Iranian workplaces.
In the end, some managers lack the charisma and the necessary authority to delegate and assign tasks to their team effectively. It’s essential for such managers to invest in personal and professional development, which may include training, education, mentorship, and acquiring valuable experiences to strengthen their management abilities and leadership qualities.

What is the most important reason for delegation?

The most important reason to delegate authority is threefold:
Firstly, if you have the capability to design new plans, develop new ideas, or engage in significant strategic activities, it’s better to focus your time on these tasks and let others handle the remaining work. By taking on all tasks yourself, you won’t make the most efficient use of your time.
Secondly, by involving others effectively in tasks, you help in the development of the skills and capabilities of other team members. This means that if similar projects come up in the future, you can confidently delegate tasks because your team members have acquired the necessary skills.
Thirdly, by doing this, the motivation and trust of your team members significantly increase. They are happy to see their skills develop, knowing that they play a more significant role in achieving the organization’s results, leading to greater satisfaction. Ultimately, they also enjoy potential rewards and benefits, including future growth and promotion opportunities.
Therefore, delegating authority allows you to make the best use of your time and skills, and it also helps your team members grow, flourish in their capabilities, and achieve greater satisfaction.

When should we delegate?

Delegation of authority is a win-win process if done correctly. By the way, delegating authority doesn’t mean not doing any work. To determine when delegation is the best course of action, ask yourself the following 7 questions. If your answers are mostly affirmative, then it’s better to delegate your tasks.
1.Does anyone on my team have more expertise, knowledge, or better conditions for accomplishing this task than I do or can acquire these factors?
Obviously, if you have a team member who is better suited for the specific task in question, it’s better to delegate it. The first condition for delegation is having the right talents at your disposal.
2.Does assigning this task to others create an opportunity for them to develop their skills?
Delegation isn’t just for simple, repetitive tasks and lower-level employees. In fact, managing and leading specialists and other managers demonstrates your leadership qualities. So, you should assist your team members in developing their skills and capabilities through delegation and, of course, guidance, coaching, and training.
3.Is this task repetitive and likely to recur in the future?
Delegation is certainly necessary for repetitive tasks.
4.Is there enough time for effective delegation of this task?
Sometimes, there might not be enough time for delegation in urgent situations. However, in most cases, managers will have ample time for this process. You must have enough time to teach, provide answers to questions, and assess the progress of the task.
5.Given the critical nature of this task, is delegation appropriate?
Tasks that are key to a business’s long-term success (e.g., hiring employees) must either not be delegated or must be partially delegated, with the decision-making and final evaluation part being done by yourself.
6. Considering the due date and project delivery, do we have enough time?
In the delegation process, we usually need to account for some trial and error and rework, so we must pay close attention to the project’s delivery date to avoid delays in this process. Additionally, we must assess whether we have enough time to redo any part of the work if it’s not done correctly and understand the consequences of not completing the work perfectly.
7.Is moderate quality acceptable for the results of work?
In some tasks, average and moderate quality results are acceptable for our colleagues in the initial attempts, and they undoubtedly progress over time. In such tasks, it is beneficial to delegate the work to them earlier and allow them to grow through trial and error. However, in certain responsibilities, quality must always be high. For example, a doctor cannot easily delegate their tasks to a medical student because we cannot afford mistakes in work related to people’s lives. In such tasks, we do not have the authority to delegate until we are confident in the high skill level of our team member.

Summary:

Leadership and management are not possible without mastering the skill of delegation. In both leadership and management, you accomplish tasks through others, so it is essential to be proficient in the knowledge and skill of delegation. At first glance, you may not fully grasp the importance and value of delegation, but in reality, with effective delegation, you can significantly increase the quantity, quality, efficiency, and effectiveness of your actions and results. A manager’s job is to develop systems and structures in a way that all tasks are performed with maximum quality with minimal intervention. One of the most critical skills for creating such work systems is delegation, as it ensures that you always have time for the most important tasks, increasing your chances of success for yourself, your team, and your organization. The second part of this article explains how to delegate effectively.