Retaining ultimate responsibility during the process of delegation

The ability to delegate does not come naturally to most people. Many follow an approach of “I’ll rather do it myself, then I know it’s done right!”. Yet, possessing the skill to delegate is one of the most important ones to have in your toolkit, as the reality is that you, no matter how skilled a professional you may be, cannot do everything yourself. Ironically, not having the ability to successfully manage the process of delegation and doing all the work yourself, is frowned upon in a business environment as it could indicate problems with trust, people management skills, and more. On the other hand, the reality is that some professionals may enjoy delegation just a bit too much, as it is merely a way for them to shift responsibility onto the shoulders of another for work they wish not to do. This being the other side of the coin, is just as unacceptable. In this session we investigate how delegation can only be successfully effected without giving up responsibility for the ultimate outcome.

Delegation is NOT a shift of responsibility, but rather a conveyance of professional trust which, if managed carefully, can create a shared load very successfully. The delegator remains ultimately responsible for the overall outcome of the engagement, task, or activity, but through certain very important key skills, such as communication, accountability, teamwork, leadership, and others, the delegator can ensure that the delegated responsibility is successfully carried out within properly communicated boundaries and expectations.

In joining us for this session, you will be developing the following professional competencies: