Delegation generally refers to the assigning of responsibility of a function, activity, or task to another individual. Delegating responsibility has the effect of “scaling” the leader’s capacity by removing some burden and reallocating it to another person, freeing the leader up to attend to the most important matters with the knowledge that the subordinate matters are well taken care of.
Leaders, businesses, and organisations need to place trust in the professional ability of their staff, and particularly in their junior leaders. As with the maintenance of standards, leaders and managers must ensure those working for them are not only equipped to carry out those tasks assigned to them but that they do so in a manner appropriate to the required outcome and the circumstance at the time.
Careful observation is necessary to ensure that it is not just the outcome that is considered, but that the path to that outcome is also subject to review. While this may appear to run counter to the accepted philosophy of Mission Command, it should form an important part of the process. A task undertaken does not mean that it has been effectively and safely carried out.
Whilst the leader can delegate responsibility for the performance of a function, activity, or task, he or she cannot hand off accountability for the outcome or the way the delegate achieves that outcome. This accountability inherently resides with the leader and is an ethical, moral, and legal obligation. Leaders may delegate tasks to subordinates, but they cannot delegate their responsibilities.
Delegation is not Abdication.
Junior leaders must uphold the standards set by the organisation and/or senior leaders. Responsibility for the overall performance of an organisation or group remains the responsibility of the individuals occupying senior leadership roles. Leaders should ensure that they do not simply rely on their “orders, directives or intent” being carried out. The high standard expected by senior and junior leaders alike should be similarly expected through all levels and aspects of the organisation. Leaders cannot expect their subordinate leaders and followers to suddenly ‘switch on’ in a crisis or time of high demand if they have not received the training and conditioning necessary for higher end operations.
For delegation to be effective the following conditions need to be established, documented, and understood:
WHO – Formal, documented assignment of responsibility to an individual who is deemed competent, and possesses the requisite skills, knowledge, and experience to properly execute the assigned delegation.
WHAT – Clear and unambiguous statement of intent from the leader to the delegate.
WHERE – Identification of any boundaries for the assigned responsibilities.
WHEN – Notice for when the delegation starts and ends.
HOW – Details of any specific methods or expectations associated with the delegation.
LIMITS – Clearly stated limits of responsibility and authority.
It is crucial to follow this process and set in place these conditions for all delegations, not just for senior leadership roles and management positions. Taking the time to delegate responsibility effectively is important and will ensure the subordinate leader is clear about their responsibilities and how they are expected to carry them out. Failure to delegate effectively is also setting up the subordinate leader to fail in the execution of their delegated responsibility and will result in you spending time to resolve issues or need to continually assist the delegate to perform their assigned duties.
Once all necessary conditions have been set in place and the leader can trust that their delegates are properly equipped to perform their assigned responsibility in the manner expected, it is essential that the leader not only delegates responsibility to act but also the authority to do so without the need to constantly seek higher approval. This is the fundamental basis and essence of Decentralised Command.
