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The Pitfalls of Delegation
Written by: Donna FlaggArticle Overview: Delegating has become a major marker of good management skills, but overtime the effort has lost its connection to reality. Delegation is not always the answer, but rather an important tool to be combined with staff management and strategies that bring out the best in people without risking the quality of work outcomes and results.
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The Pitfalls of Delegation
There is this mantra in corporate America that has gained momentum over the years which says that the ability to delegate is a primary cornerstone of good management skills. But I think its endorsements have run away with only one side of the story. Over and over again we hear how being a good manager is equivalent to being a good “delegator.” The problem is that the basic concept of delegation assumes that managers have access to enough talent that work can sufficiently be “handed off” without worry. But this is not realistic. In actuality, managers hesitate to relinquish responsibility of the work for which they are ultimately accountable, because in the end, it is they who are measured, penalized or rewarded for the output of their departments. If the members of their teams aren’t equipped (for whatever reason) with what it takes to get the job done “right”, then managers should be given the latitude to make the decisions pertaining to who does what without getting dinged on their performance reviews. If it turns out that a manager can’t manage the talent and skills on his or her team and figure out a way to maximize people’s strengths, then it's time to find a new manager.
By no stretch am I am suggesting that employees should not be given a chance to learn and grow by having opportunities to do things at which they may not be experts. But rather, I am saying that when the pressure is on, sometimes it makes sense to “do it yourself.” And that’s not a bad thing.
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Article Tags: conversations, delegating, delegation, employees, good management, management skills, managing, optimizing performance, staff management, work outcomes, workplace communication
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About the Author: Donna Flagg RSS for Donna's articles - Visit Donna's website  Donna Flagg spent over 15 years in business before founding The Krysalis Group, a consulting firm specializing in management, marketing, training and sales and their respective relationships to business results. Her management career began in sales at CHANEL, and before branching out on her own, she spearheaded a new training function within the Investment Banking Division at Goldman Sachs. After earning a BA from Rutgers University and gaining experience on the front lines of Corporate America, Donna went on to attend New York University's Graduate School of Education where she obtained a master's degree in Organizational Development and Human Resource Management, and a post graduate degree in Business Education. She has also been a speaker at City University of New York (CUNY) and New York University through Stern Business School and Delta Pi Epsilon, a national honorary professional graduate society in business education and training. In addition, she speaks at various conferences including those conducted by The Business Leadership Network and The Conference Board, where she was also on the advisory committee for the Enterprise Learning Strategies Conference. For her communications expertise, Donna was invited to be a host at the Liz Claiborne Leadership Offsite to discuss branding during their "Progressive Dinner" event and more recently, a speaker at the Inc. Leadership Conference in Dallas, TX. Donna is the author of Surviving Dreaded Conversations and is blogger on Pyschology Today and The Huffington Post. She is frequently featured in the press for her workplace expertise in outlets including CNBC, the New York Times, WOR, and XM Satellite Radio. Donna currently sits on the Board of Directors of the Randy Foye Foundation where she actively participates in its mission to assist children and families in Newark, NJ. Click here to visit Donna's website   Organizational Alignment The Importance of Building HR Infrastructure How to Handle Discrimination Claims Strategic HR Plans Integrating People and Business Giving Employees a Test Run Before Hiring How to Write Better Job Descriptions |
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