Do you delegate or abdicate?

 

It has long been understood that for a leader to assist a subordinate in their personal development, the leader must be willing to delegate certain tasks that are a normal part of their scope of responsibility.  The practice holds that the individual who is delegated this task will be enriched by learning to make decisions that are above their own scope of responsibility and thus become more confidant in their own skills and abilities.

For this development tactic to work there must be some mutually understood and accepted ‘rules’.  These include:

1.    The task being delegated must be clearly defined with specific expectations and timing.

2.    The leader must use the task as a training opportunity.  It must not be used as a set up for failure.

3.    The person being delegated the task must be given the tools to succeed including the authority to ensure the assistance of others as necessary.

4.    Leaders must always make themselves available for assistance.

5.    It must be clear to both parties that the responsibility and authority associated with the task are being delegated but that the ultimate accountability must remain with the leader.

As long as this process is followed, delegating to another is a powerful expression of confidence and a very useful tool in preparing someone for greater responsibilities.

Problems arise when delegating really becomes a form of abdicating.

Let’s be honest…not every leader is the sharpest tool in the box. And not every leader is comfortable with having staff members who are more capable than they are. 

Whether it is a defensive manoeuver - an attempt to cover up one’s own shortcomings – or an offensive measure to cripple a rising star, some leaders avoid their responsibilities by abdicating them, not delegating them, to someone else.

What’s the difference?

When a task is abdicated it is done without the protection of the ‘rules’ outlined above.  As a consequence, the subordinate is often handcuffed from the beginning and despite best efforts they may be unable to satisfactorily complete the assignment. This allows the leader to cast blame on another without ever revealing their motive.

Here’s an extreme example.  I started a new position with a new company.  On day one my new superior told me that I needed to fire a particular associate in the division, a former direct report of his. I was informed ‘… he’s no good …’

I had no way of making any judgement so I simply replied that I was delegating this task ‘back up’ to him or I be allowed time to make my own judgement and action.  As you’d expect, he backed off…his abdication attempt failed.

Leading means taking responsibility as well as taking action.  Lead with integrity and with clarity of purpose.  Give others the opportunity to grow through your thoughtful delegation. Those to whom you provide leadership as well as opportunity will support you and grow to become effective resources you can count on in times of need.