As the saying goes, no one is an island. Every day, we participate in complex networks of people trying to reach various goals. Sometimes these are shared goals or they complement each other; sometimes these goals are at cross-purposes. Effective managers understand these goals and try to rally teams in support of reaching them. These managers also understand that people rarely reach their goals alone, so delegating tasks is an integral management skill.

Two Types of Ineffective Managers

Managers who lack delegation skills tend to fall into two categories: the burdened and the micromanagers. Both of these types fail at delegating tasks for the same reason: distrust. Effective managers respect their employees’ competence. A major aspect of that respect is trusting their employees’ skills and expertise. After all, if you do not trust your employees, why are they working for the company?

The Burdened

The burdened manager is a stressed manager. She distrusts her employees to do anything correctly, so she ends up doing all the work herself. Harvey Mackay, founder of MackayMitchell Envelope Co., puts it this way: “Just because an employee does things differently doesn’t mean he or she won’t do the job right or as well.” He stresses that establishing goals and standards is key; once your employee is on board with those, “methodology shouldn’t be an issue.”

The burdened manager, in avoiding delegating tasks, denies her employees valuable experience and development opportunities. Managers should allow employees to “stretch their skills and judgment,” according to Mackay. Delegating tasks allows them to develop skills that advance their careers and ultimately lead to a happier workplace.

The Micromanagers

Often, managers can be too focused on the minutiae of employees’ tasks. These managers are known as micromanagers. Most people are able to spot the micromanagers who hover over employees’ shoulders, monitoring their behavior. However, micromanaging can take the form of indecision and overemphasizing consensus. Geoffrey James, contributing editor for Inc. magazine, points out that “if you end up discussing things to death before making a decision,” you are micromanaging. Instead, he suggests setting a limited timeframe for input and making a decision at the end of it.

One More: The Lazy

Although this type of manager lacks delegation skills, it is for a different reason. Sometimes, managers tire of tedious tasks and delegate them to their subordinates. If a task is tedious and does not offer professional development to your employees, avoid the temptation to pass it on to someone else. Over-delegating can lead to resentment, and resentment leads to employee turnover or passive-aggressive behavior that sabotages a company’s successes.

Final Caveat

Delegating tasks is an important part of being an effective manager. In fact, the Colonial Life small business blog reports that “nearly half of the companies surveyed were concerned about their employees’ delegation skill.” The lack of delegation skills is so prevalent, Master of Business Administration programs, including online MBA programs, sometimes devote entire lessons to the skill. Effective managers know that delegating tasks also means providing employees with the authority to complete their tasks. This crucial element shows trust, and it builds a stronger, happier team.

Learn more about the LSUS online MBA program.

Sources:

Colonial Life: Delegation: the art of learning to trust

Inc.: 6 Ways to Delegate More Effectively

Inc.: 5 Traits of a Micromanager (and How to Fix Them)

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