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How to Delegate Effectively
might serve as clues to those things that they’ve never done but
for which they might have a hidden aptitude. The better you are
at assessing the talents of those you manage—or of col- 77
leagues—the more successful you’ll be at delegating.
4. Explain the assignment. Imagine trying to bake something
with only half the recipe. You’re virtually doomed to failure. And
failure to lay out a careful and complete explanation of any task
represents a sure recipe for disaster. Sit down with the person to
whom you’ve delegated and walk through your flowchart’s
steps. Encourage questions. (A monologue rarely achieves
clear communication.)
5. Explain the benefits. Everyone is concerned with the
WIIFM—the What’s in It for Me?—before buying something or
buying into something. If you want to defuse resistance to the
task you’re delegating (and the it’s-not-my-job syndrome),
make liberal use of bene-
fits language.
Features and
6. Specify your standards. Benefits
Quality and accountability The following axiom is
are two concepts that basic to almost all sales: don’t sell the
should guide all of your features, sell the benefits. It applies to
delegating. As when you delegation, too. Don’t just outline the
aspects of a task without giving rea-
create goals, you must
sons that motivate.
convince the person to
Sure, maybe you have the authority
whom you delegate that to delegate the task, but selling it
you hold high expectations. through the benefits to the person
Since you’re sharing means that he or she is likely to con-
responsibility with him or sider it less an imposition and more
her, you expect the best an opportunity. And any smart man-
effort. Until his or her per- ager knows the difference that makes
in motivation and performance.
formance meets your stan-
dards, the task will remain
incomplete.

7. Discuss deadlines. Has anyone ever given you a job to do
without a completion date? Did it somehow feel less important?