Posted on Apr 28, 2014
What are your secrets to effective delegation?
2.92K
44
12
3
3
0
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.
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.
Edited >1 y ago
Posted >1 y ago
Responses: 9
6
6
0
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.
(6)
(0)
LTC (Join to see)
Sir- that is a great method of looking at it, thank you for the helpful suggestion.
(0)
(0)
3
3
0
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
http://youtu.be/tLq27iOW0R0
(3)
(0)
2
2
0
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.
(2)
(0)
Capt Brandon Charters
Ever had someone sitting in the same room as you send you a simple task via email? That's the best.
(1)
(0)
2
2
0
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.
(2)
(0)
2
2
0
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.
(2)
(0)
Maj (Join to see)
Sir, I agree with you regarding the due date is to be clearly understood. I found taskers given without a clear suspense date would not be completed in a timely manner.
(1)
(0)
2
2
0
1
1
0
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
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
(1)
(0)
1
1
0
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.
(1)
(0)
1
1
0
I like paper trace so I use e-mail a lot but delegating in person is sometimes warranted.
(1)
(0)
Read This Next
Continue with Facebook 
Continue with Google