We all know that feeling—it sucks to suck at something. It can be embarrassing, disempowering, and can really damage someone’s self confidence if we’re not careful. We’ve all been there, both as leaders and employees.
No one really enjoys struggling, and as leaders, it can be especially frustrating to watch those we lead struggle, particularly when we’ve tasked them with new responsibilities. We might swoop in, attempting to develop or guide them, only to find that it doesn’t work as intended. This not only leads to frustration on our part but also can demoralize the very people we’re trying to empower.
So, how do we shift from frustration to effective delegation that truly empowers employees? Let’s explore how to handle delegation in a way that supports growth, minimizes setbacks, and sets the stage for success.
Reframing Failure: An Opportunity for Growth
First, let’s address the elephant in the room—failure. In the context of delegation, failure isn’t just a possibility; it’s a probability. However, instead of viewing failure as a negative, we should see it as an opportunity. This approach can change the entire dynamic between leader and employee.
When employees take on new responsibilities, their identity and self-confidence are often on the line. They may feel the pressure to perform perfectly, which can be paralyzing. As leaders, it’s our job to create an environment where mistakes are not only tolerated but viewed as essential stepping stones to success. By reframing failures as learning experiences, we help our employees build resilience and confidence, all while also learning to manage and improve in their new responsibilities.
Common Pitfalls in Delegation and How to Avoid Them
While the idea of delegation is simple, executing it effectively is anything but. Here are some common pitfalls that leaders often encounter, along with practical solutions to avoid them.
1 // Overloading Employees with Too Much at Once
The Issue: One of the biggest mistakes leaders make is giving employees more than they can handle. This often stems from a desire to push employees to grow quickly, but it can backfire. This one, especially in today’s often hectic workplace, is committed more than others. While employees may be confident in the abilities, our job as leaders is to make sure they are able to handle the responsibilities that are given.
The Solution: Instead of piling on multiple projects and goals, start small. Give employees one new project at a time and set 2-3 achievable growth goals. This approach allows them to focus, learn, and excel without feeling overwhelmed. It also allows us, as leaders, to see how they handle this new responsibility while still managing other tasks that they have been responsible for. As they build their skills and improve, it builds confidence and trust for both people, as well as the process.
2 // Assuming Your Way is the Only Way
The Issue: Another common pitfall is expecting employees to do things exactly the way you would. While your methods may work for you, they might not work for someone else. This rigidity can stifle creativity and prevent employees from developing their own effective work styles. While there may be some effectiveness in showing this person your delegating to your way of completing a task, as the leader, you cannot expect them to do it exactly as you did.
The Solution: Give employees the space to figure out their own methods. Offer guidance, but encourage them to find what works best for them. This not only fosters innovation but also empowers them to take ownership of their tasks and is a fantastic opportunity to build trust between the leader and employee.
3 // Confusing Direction with Support
The Issue: Many leaders think that providing direction is the same as offering support. The reality is they are two very different things. Direction involves setting clear expectations, while support is about helping employees feel confident and capable in meeting those expectations. Direction should be about the actual task and how it should get done. Support is about understanding the mental space the employee is in so they have the confidence to do their best and know they won’t lose their job if there’s a mistake.
The Solution: Balance both. Provide clear guidelines on what success looks like, but also ask your employees how they feel about the task at hand. An easy way to remember this is “Give Direction, Offer Support.” For your employee to be successful, they need to know how to get the job done, and we, as leaders, should give direction on all the details of how to do the job. When offering support, offer to check in with them as needed, and be open to providing additional support, such as connecting them with mentors or resources. Both are needed when delegating new tasks, and it’s important to have a clear understanding of which one you’re giving in the moment.
4 // Supporting in the Way You Want, Not in the Way They Need
The Issue: It’s easy to fall into the trap of offering support based on what we assume others need, rather than understanding and offering what they need. If someone asks you to check in on their progress once a week and as a leader, you do it once per month, the employee who you’ve entrusted to this task is going to feel left alone, and may not feel like you can really support them or give the direction they need to be successful. This effectively sets them up for failure because they did not have enough resources to complete the job they were given.
The Solution: Simply ask what they need. Have open conversations about how your employees prefer to be supported. This might mean more frequent check-ins for some, or less oversight for others. Tailoring your support to their needs can significantly enhance their performance and satisfaction.
The Empowerment Framework: A Step-by-Step Guide
Effective delegation isn’t just about handing off tasks; it’s about setting your employees up for success. At Mission Squared, we use The Empowerment Framework as a structured approach that ensures employees have everything they need to thrive in their new roles. The great thing about this framework is that it’s effective for both parties and creates clear steps that allow both the leader and the employee to make sure their needs are addressed before the project even starts.
Let’s walk through each of the six steps together.
1 // Create a Clear Role Description
Be explicit about the responsibility you’re delegating. Clarity is key. I’m going to repeat that again: Clarity is key. Make sure the employee understands what they are taking on and what success looks like. Describe the task in detail and ensure they know exactly what is expected. This is also the time that employees should speak up and understand the leader’s role in the newly delegated structure. Clarity is a 2-way street, and the clearer both people are about what’s happening, the more successful this will be.
2 // Boundary Conditions
Set up guardrails for experimentation and define the expected results, both qualitatively and quantitatively. Outline any non-negotiables and clearly establish the levels of authority they have. If they need to check with you before making any changes, communicate that. Does the employee have the authority to make small changes without your approval? Make sure it’s clear what that boundary is. This creates a safe space for employees to operate while ensuring they remain aligned with the broader organizational goals and stay on task to complete the project.
3 // Knowledge and Information
Make sure your employees have access to the knowledge and information they need. Whether it’s understanding how to read a budget or knowing where to find certain resources, knowledge is power. Without it, they’re likely to struggle. Take the time to share with the employee the resources you use, how you use them, and what they should be looking for. As they begin their work and experience the things you’ve told them to look for, they can become more confident in handling their new responsibilities.
4 // Skills
Identify any additional skills your employees may need to develop. This might involve formal training or simply more hands-on experience. Investing in their skill development not only helps them succeed in their current tasks but also prepares them for future responsibilities.
5 // Resources
Ensure your employees with new responsibilities have the tools and resources they need. This could range from physical equipment to access to technical experts or reports. Resources are the backbone of successful in delegation. Make them available early and often so the employee can refer back to them when needed so they can gain confidence.
6 // Support
Support goes beyond just providing resources and direction; it’s also emotional and psychological. Let your employees know you trust their abilities and that it’s okay to make mistakes. Being a supportive leader means offering guidance and being there when they need help. Always start with seeking to understand so you can offer guidance to help them be successful.
The Empowerment Dialogue: Collaborating for Success
Finally, let’s briefly talk about how the conversation should go when giving out new responsibilities. It’s called the empowerment process, and it should be a collaborative effort between the leader and employee.
Here’s how to engage in an effective empowerment dialogue:
- Describe the Responsibility that is being taken on. Clearly explain the task and ask how the employee feels about taking it on. Give them a chance to talk about their concerns so you can address them and provide any early resources to get them started.
- Complete the Empowerment Matrix Together: Work through the six steps above with your employee to ensure they have everything they need.
- Discuss Potential Barriers: Identify any obstacles they might face and brainstorm solutions together.
- Ask for Support Needs: Find out what support they need from you and how you can best provide it. Be available throughout the entire process and as leaders, don’t miss these meetings, and if you do, reschedule it. Missing these check-ins regularly can cause mistrust and make your employee feel they are not getting the support they need.
- Review and Reflect: Ensure mutual understanding of expectations and set a time to review progress.
Some Final Thoughts on Guiding Beliefs for Employee Empowerment
Empowerment is more than just delegation; it’s a philosophy that recognizes and nurtures the potential of your employees. Here are some simple and effective guiding beliefs that should underpin your approach:
- Employees are Capable, Resourceful, and Whole: Trust in the brilliance and capability of your employees. Recognize that they have the potential to succeed and thrive.
- Focus on Outcomes: Always start with the end in mind. Clear goals lead to focused effort and better results.
- Coaching for Fulfillment: Empowerment isn’t just about job performance; it’s about helping employees achieve fulfillment in all areas of their lives. Success in one area often translates to success in others.
- The Relationship is the Catalyst: The relationship between leader and employee is crucial. It’s the catalyst that brings out the full potential of the employee.
Conclusion: Empowerment as a Path to Success
Effective delegation and empowerment are not about handing off tasks and walking away. It’s about creating a supportive environment where employees can grow, learn, and ultimately succeed. By avoiding common pitfalls and following the Empowerment Framework, you can unlock the full potential of your team, leading to greater success for both your employees and your organization.
At Mission Squared, we’re committed to helping leaders like you develop the skills and habits necessary to empower your teams effectively. If you’d like to learn more about how we can support you in creating a thriving workplace, we invite you to explore our executive coaching programs. Empower your team to bigger and better things—starting today.