Delegate or empower? That is the question…

If you are a boss, manager or have another position of authority (like a parent), let’s admit to ourselves at least: bosses are overwhelmed, stressed and under too much tension. It does not matter the culture of the organization or how things are working (good, bad), tension is taking over everyone. There are too many things to do. Period. So, it does not matter how many seminars or courses you attend, it will never be enough.

However, there are ways to diminish the burden; one of them is to sharing it with others. From the manager’s point of view, there are two easy methodologies that help him or her with it.

Before talking about them, the manager first of all has to understand her or his own team – strengths, weaknesses and their bond as team. Second, he or she needs to have a clear idea of the culture of the organization, and that is very important for this sharing to succeed. Last but not least, the task or project has to be clear for that person.

One technique, tool or methodology is delegation. OK, don’t jump out your seat yet!!! I know, it is as old as the Bible, but the idea is a bit more complex than what is roaming around in the management market, which explains why there is fear from either of the sides to take over on this subject.

When a manager delegates a task or project, or a piece of it to a person or team, she or he is aware of their limitations. To delegate means someone else will act on the manager’s behalf, so the manager is traditionally consider being responsible, but they need to have enough margins for maneuvering particularly when negotiation is necessary, and most of the times, negotiation is necessary.

In other words, it is not because a boss does not like to check on the prices of paper in the market, then he assigns the duty to another person. Neither it is a question of, at the time of choosing whom, the first person coming into the manager’s office will receive a particular job. Both situations are quite common and that is one of the reasons of fear of delegating.

The solution comes from a deep reflection and these questions may help:

• How much do I know the task in hand, its requirements and consequences?
• Knowing the project, who are the people who can be the best option to fulfill with the terms of that project?
• How much do I trust these people and what is the type of bond we have?
• In which extent the rest of the organization will support this team, even though I am behind them?

If what we are talking on delegation looks a little different than many people do around the world, what about empowerment?

In fact the basic premise for that is wrong: everyone has power and nobody can really give power to another person. Empowerment is more a question of helping others to identify their own capacity and potential, allowing them to handle a broad range of situations that go beyond their normal functions.

This time the main difference is the responsibility remains with the team or person in charge and that is a bigger burden for them, but it frees the boss, who will have a role closer to an overseer or a facilitator.

There is a deep reflection needed, and you can use these questions for that:

• I know the task in hand, its requirements and consequences, how is the best way to proceed with that?
• Who are the people who can take care of that project as if it is their own?
• How deep do I know these people and what is the way to increase our bond or relationship?
• In which extent the rest of the organization will support this team and how can I help with that?

Be careful with two deadly sins when you are using empowerment. First, you are a manager, not Pontius Pilates, no washing hands here; even though they are responsible, you still keep some type of responsibility and you will need tools for managing that – like meetings or small reports to check their development.

Second, be aware of signs you have chosen the wrong people or you have chosen people wrongly... Maybe you can train them, maybe not, and it is important to be able to accept your error – not theirs – and move on with the task in hands.

Remember that by doing this you will be relieved of a big part of your tension, which will increase your sense of wellness and it will increase your personal productivity.