Stop Delegating, Start Teaching

A significant part of a manager’s role is staff development. But if you delegate a task to someone with no prior training simply because you are too busy to handle it, their chances of succeeding are marginal. Writing in the Harvard Business Review, Art Markman, PhD, professor of Psychology and Marketing at the University of Texas, says managers should stop thinking of handing off responsibilities as delegating (thereby potentially setting the stage for failure) and start taking on the mindset of a trainer instead.

Markman suggests managers actively look for ways to begin upping the responsibilities of your team members:

• Start by assessing who on your team genuinely wants to move up in the organization, and identify their primary areas of interest. 
• Create a development plan for them, enumerating the skills they will need to reach their goals. 
• Give them assignments that require the application of those skills. 
• Help them work their way up to a challenging task by starting with a series of practice sessions. 
• The first time you introduce a task to someone, let them shadow you while you explain key points. Then, give them a piece to do on their own with your supervision. Only let them carry the full load when you sense that they are ready. 

Taking on some direct reports as apprentices takes effort and extra time, notes Markman, and you will also have to review their work carefully at first. But by adopting this approach, you are helping your associates reach their career goals, and creating a team of trusted colleagues who can step in when you are overwhelmed or unavailable.

When was the last time you delegated a task, and did you provide any training to your associate? And what experience have you had when people asked you for help? To join the conversation, click "comments" above.

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