What are your secrets to effective delegation?

Capt Brandon Charters — Mon, 28 Apr 2014 12:13:00 -0400

We all have different approaches that we use to effectively delegate the large scale plans we've had to carry out in the military and civilian world. I remember experiencing a military boss that loved the 'rapid fire/shotgunned' email. I'm sure we've all come across a leader or two like this.

Does anyone still make the rounds to see all of their troops or employees on a daily basis? Maybe a weekly basis? Do you hold a daily management or stand-up meeting to lay out objectives and see that everyone is on the same page and understands the greater mission? Are there leadership tactics you've used in the military that no longer work in the civilian world? Have you found a way to cut out unnecessary meetings? I'd really like to know your secrets.

Response by MAJ Steve Sheridan made Apr 28 at 2014 12:38 PM

MAJ Steve Sheridan — Mon, 28 Apr 2014 12:38:29 -0400

Great survey question. Delgating is a key leadership trait.

Response by LtCol Private RallyPoint Member made Apr 28 at 2014 1:49 PM

LtCol Private RallyPoint Member — Mon, 28 Apr 2014 13:49:13 -0400

I also ensure the due date is clearly understood, have a system to ensure I don't forget who was delegated what and when it's due. I also ensure they know they can see me for more information, clarification or resources. I have a scheduled meeting weekly to review progress.

Response by MAJ Private RallyPoint Member made Apr 28 at 2014 3:00 PM

MAJ Private RallyPoint Member — Mon, 28 Apr 2014 15:00:57 -0400

I like paper trace so I use e-mail a lot but delegating in person is sometimes warranted.

Response by MSG Wade Huffman made Apr 28 at 2014 4:07 PM

MSG Wade Huffman — Mon, 28 Apr 2014 16:07:26 -0400

I tent to believe that in most cases in person is preferable to allow for an initial dialogue to ensure that the intent and scope are clear.

Response by COL Jason Smallfield, PMP, CFM, CM made Apr 28 at 2014 5:51 PM

COL Jason Smallfield, PMP, CFM, CM — Mon, 28 Apr 2014 17:51:54 -0400

One way to think about delegation is to picture a quad chart with urgency on the x axis and importance on the y axis thus creating four boxes. Something that is high urgency and high importance should be done yourself. Something that is low importance but high urgency should be delegated. Something that is high importance but low urgency should be addressed via IPRs. Finally, something that is low importance and low urgency should be considered for divesting (don't do it). This obviously is a decision making framework regarding delegation. The means of delegation (email, in person, meeting) is a question of how to delegate not what to delegate. Both questions (how, what) are equally important.

Response by SSG Private RallyPoint Member made Apr 28 at 2014 6:10 PM

SSG Private RallyPoint Member — Mon, 28 Apr 2014 18:10:25 -0400

I like to email to keep organized and record. But too often people use email and just "set it and forget i.t" proper follow up and interpersonal interaction reminds subordinates that leaders actually care, especially when there could be a need to answer questions, ensure the task is understood, and to potentially receive feedback which could make task completion/execution more effective.

http://youtu.be/tLq27iOW0R0

Response by Maj Private RallyPoint Member made Apr 29 at 2014 11:05 AM

Maj Private RallyPoint Member — Tue, 29 Apr 2014 11:05:21 -0400

I learned the hard way to use my team through proper delegation. Before, I would take on tasks or problems myself then spend countless hours trying to solve it instead of including my team to help. Now, I delegate tasks to my staff through clear guidance/suspense(s) to alleviate potential confusion. Depending on the situation, I either use email, verbal, or both to delegate.

Response by Maj Walter Kilar made May 2 at 2014 10:30 PM

Maj Walter Kilar — Fri, 02 May 2014 22:30:25 -0400

If it is important, then I will go old school and delegate in person. If it is not important, then I will blast an official e-mail to the poor sap.

Response by CSM Michael J. Uhlig made May 3 at 2014 10:40 AM

CSM Michael J. Uhlig — Sat, 03 May 2014 10:40:41 -0400

Delegation requires feedback, a backbrief, to ensure the concept of operations is understood.

Unfortunately (in this culture of trust), we've gotten our people to believe we are a zero defect organization.....there are not many zero defect organizations out there - don't try to humor yourself into believing otherwise. If you are not willing to let your Soldier grow and learn from their mistakes you might ought to reconsider your priorities