Working Life > Competences > Skills > Delegation of Authority

Effective Delegation of Tasks

The transferring of decision authority or tasks from one person to another is also called delegation. It is a special form of sharing work in which the managerial responsibility remains on the one who delegates, but the responsibility of action is given away. Managerial responsibility includes setting the magnitude of delegated matters, selecting and controlling the delegate, phrasing the task and managing information. The more difficult tasks are, the less they are apt to be delegated. The higher qualified the delegate person is, the more complex tasks can be delegated. You can delegate to employees, interns, apprentices, colleagues and internal or external service- and administrative departments.

Delegating can be advantageous for

• Taking some of the load off the ones delegating, mostly superior positions, and easing their time management
• Making use of and making grow the abilities and motivation of employees

For the person delegating

• Double-check in how far you actually want to delegate
• Separate your tasks into important and less important ones, and reduce your workload by delegating less important tasks
• Define tasks, partial tasks, goals and framework conditions clearly and unambiguously. How is to be proceeded, who is to be involved, how are expenses funded, what aids and documents are necessary, what deadlines and time limits are to be regarded, how are reports made, what connections are there etc.
• Think who best suits the job. Does the one have the required capacities?
• Inform the delegate person at length and in time, and define the delegate's competencies and range of responsibilities
• Inform affected departments about the delegation and the resulting special rights and powers
• Coordinate delegated tasks and avoid their re- and further-delegation
• Be informed about the progress of the delegated task without encroaching on self-responsible and independent acting
• Use the delegation to encourage and cultivate others. Also look after their required education to fulfil the task
• Delegate early and long-lasting. Similar tasks should always be delegated to the same person
• Give away complete tasks and not just partial tasks
• Avoid giving one task to 2 delegates
• Ask delegates whether they are capable and willing to take over tasks
• Concede some freedom to make mistakes and let your delegates have a quiet conscience
• For very important or complex tasks put the delegation order into writing
• Give feedback about how results meet the expectations and demands

For the delegate

• Regularly and completely report the progress, successes and problems to the delegating
• Ask what the objectives, time limits, framework conditions and tasks are. Demand authorities, also financial, to act most independently
• Speak problems that occur, promptly, to the delegating and ask for factual support