Although delegating is one of the most difficult aspects of any management job, there are many important benefits derived by the organization as well as the manager when tasks and responsibilities are properly delegated. Through delegation, you can ease the job of managing and thereby increase your own effectiveness and that of the work group. Following are specific benefits that the manager, team member, and organization derive from delegation skills.
Benefits for the Manager
Everybody wins with effective delegation, but delegation is especially important if you want to survive and grow in an organization.
Allows the manager to achieve more. Probably one of the most significant benefits is that you can achieve greater productivity. Through the proper selection, assignment, and coordination of tasks, you can mobilize resources to achieve more than would have been individually possible.
Allows time for managerial activities. Delegation gives you an opportunity to handle aspects of the job that no one else can do. These activities might include project planning, monitoring team members, and handling personnel problems as they arise. Using delegation, you can focus on doing a few tasks well rather than too many tasks poorly.
Increases managerial promotion potential. A final reason for learning delegation skills is for personal advancement. If you don't have people in the department who are trained to handle responsibilities, you will be shackled to one area and won't be considered for promotion.
John Henry Patterson, founder of National Cash Register Company, used to walk into his departments and order the managers to take two-week vacations. His motive: to determine whether a team member had been adequately trained to take over the supervisor's job on short notice. The key to such training, Patterson believed was delegating--providing the team member with the experience, knowledge, and responsibility needed for a smooth transition.
Managers who don't delegate don't have trained team members to take their places. Managers who aren't able to delegate at their current level won't be able to delegate at the next. Their ineffectiveness thus multiplies with each level in the organization.