big picture, Checkpoint, checkpoint meetings, Complete, contact, Context, contribution, Credit, delegate responsibility, implementation phase, manageable deadlines, planned outcomes, point of contact, project deliverables, Sahr Nadeem Tariq, SHRM, six C’s of delegation, Society for Human Resource Management
Research conducted by the Society for Human Resource Management (SHRM) in October 2014 revealed that organisations in which line managers delegate responsibility are more likely to adapt effectively to changing business environments. The revenues of these organisations tend to be higher than those organisations where line managers do not delegate as much. If you are a line manager, empower your employees by factoring in the six C’s of delegation:
- Context. If you provide your team members with relevant information, they are more likely to make effective and timely decisions. To do so, provide them with context – or the ‘big picture’ – regarding every task they undertake and explain why certain assignments should be prioritised.
- Complete. Effective delegation – particularly for projects spanning more than a month – entails dividing project deliverables into manageable deadlines. This allows employees to plan their work so that projects are completed within given timelines.
- Contribution. To maximise efficiency and productivity, assign employees specific roles and explain what contributions are expected from them; this will ensure that every employee knows what s/he is accountable for.
- Contact. During the implementation phase, your subordinates will have questions and will need guidance; designate only one point of contact per project to provide updates and input when required. For more complex projects, be the contact person yourself; for simpler initiatives, let a senior employee take lead.
- Checkpoint. Schedule checkpoint meetings to compare performance with planned outcomes; identify reasons that caused discrepancies and recommend solutions. Remember, these meetings are not to ‘take over’ projects, but rather to ensure that your team members are on track with regard to accomplishing their goals.
- Credit. After a successful project, give credit to your team for their input; recognising and appreciating them will motivate them to continue performing well. Remember, people will make mistakes; it is your job to identify the causes and help rectify the errors. Do not let a few setbacks put an end to delegation.
– Sahr Nadeem Tariq
The writer is a project coordinator at a multinational company. firstname.lastname@example.org
First published in the Careers Section of The DAWN National Weekend Advertiser on January 18, 2015.