Effective Delegation: Who's The Right Person For The Job?
A Moot Question?
Most small to medium businesses do not have the luxury of pondering the question: "Who gets this task or that task?" The answer is, "Whoever we've got." Because functional areas are so specific and smaller organizations typically have little depth, there often isn't a multitude of people from whom to choose. It's not a matter of choosing Jim because he has the know-how; or Mary because she needs development in this particular area; or Sue because she's interested in this type of work. It's Jim, because Jim is literally the only one who can do it.
A Different Reality
Reality looks quite different in a larger organization. Here, leaders can think about assigning responsibilities based on a variety of factors, including who can benefit most from them, who is most interested in them, who needs training in that area?
Using 5 Steps to Expert to Evaluate Your Direct-Reports
Schempp argues that there are five steps in the journey from beginner to expert:
Let's say Jim is either proficient or an expert. You delegate a task to him, and you expect that he will deliver excellent results. He's like a Major League Baseball player: you expect he will perform because he has proven such at the highest level.