Women tend to be better at delegation than men. This assertion is based on a study carried out by the Harvard Business Review in 2018. According to this study, women delegate tasks more easily and give more constructive feedback to their delegates. If this amusing information remains anecdotal, it is nevertheless undeniable that delegation is an important tool in the world of work. Delegating saves time, energy, resources but above all serenity. With a leaner to-do list, you’ll be better able to focus on the tasks where your expertise will have the greatest added value.
Unfortunately, delegating is a natural habit for only a small number of professionals today. Indeed, delegating requires letting go of certain aspects of the tasks to be carried out. Not easy, when you bear the responsibility! However, delegating does not mean leaving the field open. In this article, let’s see together what types of delegation exist.
This can guide you to delegate your next tasks more serenely… and lighten your schedule! To better master this essential skill at work, a training course provides you with the basics for a hassle-free delegation!
What types of delegation exist?
In his book “Management 3.0”, Jürgen Appelo identifies seven levels of delegation. These seven levels should help the person delegating to decide the level of autonomy they wish to grant to the person they are requesting. By evaluating the level of decision that you leave to the person in charge, you better control your own apprehension. For example, you can also proceed in stages and gradually increase the level of decision that you leave to the delegate.
- Type of delegation 1: “Say”
- Type of delegation 2: “Convince”
- Type of delegation 3: “Consult”
- Delegation Type 4: “Agree”
- Type of delegation 5: “Advisor”
- Delegation Type 6: “Review”
- Delegation Type 7: “Delegate”
Let’s now see in detail what these different levels refer to. The “I” refers to the person delegating and the “You” refers to the person delegating.
How to define the degree of autonomy of the delegate
Judging the autonomy of a person on a task remains a relatively subjective equation. A relatively simple equation can help you better estimate it. On one side, you take the skill level of the person on the task. What are his technical skills on the issue? Has she done this task before? If yes, how many times? Does she have specific knowledge or skills that can be complementary for the task for which you wish to solicit her?
Second, you need to judge the person’s level of motivation. This can be done simply through a conversation with the person about the task you have in mind. Ask questions to correctly assess the desire to take on responsibilities, the degree of commitment of the person or his general motivation on the subject.
Depending on the answers of the person you are soliciting, you can opt for one of the seven levels of delegation identified in the previous paragraph. If you are unsure about the appropriate level, the easiest way is to ask for the validation of the person to whom you wish to delegate the task. If so, describe the responsibilities that each level entails. If, for example, you hesitate between level 4. “Agree” and 5. “Advise”, simply ask: “Do you prefer to make the decision alone or do you want us to make the decision together? “.
Conclusion
Delegating saves you valuable time. You are able to better allocate your resources and expertise. Learning to delegate is an investment of time that will save you a lot in the future. Learning to delegate well, to delegate better, is an increasingly popular skill. This article discusses the different types of delegation, but the subject is much broader. Delegating well also involves defining a clear framework, control points (without switching to monitoring), tools available… Indeed, delegating is never “getting rid” of a complex or ‘we don’t know how to approach. Since 2009, Nicomak has been training managers on subjects related to responsible and benevolent management. Benevolence notably involves the definition of a clear working framework and constructive feedback. Two cornerstones of a good delegation! If you wish to be accompanied on the subject, our coaches in delegation are at your disposal to discuss it and consider together the next steps.
