Delegation is an essential skill when you are managing people. The problem is that many managers think they can do a better job if they just do the task themselves. Rather than risk losing any power or stature, or discover that the task is not done exactly as they would have done it, they keep many responsibilities and assignments for themselves. Not delegating effectively can actually cost these managers stature and they become known as someone who does not know how to develop people. 

To do something ‘like a Ninja’ means that you execute the skill with stealth and prowess. If you want to get work done through others and build your reputation as a ‘people grower,’ here are some ideas about the best way to effectively delegate:

Delegate the whole task to one person. Giving someone responsibility can increase their motivation.

Assess the skills and capabilities of employees and choose the right person for the task. Know if you want to stretch someone’s skills, have the task completed as fast as possible, need to develop a person’s creativity, or want a fresh take on something.

Be clear and specific about your desired outcome. That means letting them know when it should be completed (Not ‘soon’ – a date and time.), the constraints and parameters involved, why it needs to be done, what success might or should look like, and even why you have chosen them.

Delegation means that you have given someone a task to accomplish but not the method to accomplish it (That’s assigning!) Let the person determine how to go about getting you the results you are looking for. Determine if you require a completion date and share it explicitly; don’t make them guess.

Employ active listening skills when delegating. Ask them what their impressions are of your delegation conversation and have them tell you what they think the results you hope to see are. Take the time to make sure they are clear about the expected outcome.

If you need some more control, they have not done this before, or they are learning the task, follow up a little more closely or with more frequency in order to get ongoing feedback about the progress of the assignment. Regular communication can provide information about how things are going and can also allow you to catch problems earlier. Once you have determined how often to touch base – back off.

If things go awry, don’t immediately jump in or take the assignment away from them. Continue to work with them and provide support and feedback.

Evaluate the outcome. Did you get what you expected, more than you hoped for, or get an unexpected surprise or headache? Share that with them and talk about what might happen next as a result.

Delegation is the best way to develop employees and prepare them for growth and opportunity within your organization. As a manager, you should be doing the things ONLY you can do, and providing your employees a chance to learn, grow, get feedback about their performance, and contribute.

Joni Daniels is Principal of Daniels & Associates, a management training and development consulting practice that specializes in developing human resources in the areas of leadership and management training, interpersonal effectiveness and efficiency, skill- building, and organizational development interventions. With over 20 years of experience, she is a sought after resource for Fortune 500 clients, professional organizations, higher education, media outlets and business publications. Joni can be reached at http://jonidaniels.com