5. Delegate through dialogue. Don’t do all talking, and don’t delegate in hall. Delegate in an environment that is conducive to fully explaining project. Minimize interruptions and allow plenty of time for dialogue. Involve delegatee in discussion and encourage his/her suggestions and comments. Instead of asking “Do you understand?”, ask questions such as, “Any ideas as to how you’ll proceed?” You’ll get a better sense of whether or not your request was clear.

6. Establish deadlines and build in accountability. Don’t leave due dates uncertain or open-ended. Don’t say, “Can you get this to me as soon as possible?” or “Please do this whenever you can get around to it.” Be specific about when you want it done by. “I trust you to take full responsibility for getting this done. If you foresee any problems or need help, you know how to reach me. Do you see any problem in getting this done by May 31?”

7. Establish check-in dates. Be aware of status of project, but don’t hover. Without checking on progress, you have not delegated – you’ve abandoned! Keep a Delegation Log http://www.orgcoach.net/delegation_log.html to help you track each task you delegate. Ask delegatee to report progress on specific check-in dates you’ve negotiated.

8. Give positive and corrective feedback. Do not focus on what is wrong, but rather on what can be done to make it better. “It looks like there's a problem here. What do you need to do to get back on track?”

9. Provide necessary resources. Point delegatee in right direction if work involves other people or resources needed to get job done. “See Jim in Accounting. Sue in Purchasing can provide you with necessary forms you’ll need.”

10. Offer guidance and advice without interfering. Point out roadblocks they may encounter. “James in Purchasing never checks his e-mail, so it’s best to call him for anything you need back in a hurry. You may need to light a fire under Rick in Marketing to keep this project moving forward.”

11. Establish parameters, conditions and terms before you delegate. Don’t impose controls after you’ve delegated. State those up front.

12. Keep monkey on their back. Don’t let them delegate back to you. If someone brings a problem to you, you can listen without assuming responsibility for solving problem. The delegatee may stop you in hall and ask, “What do you think?” Turn question around and say, “What do YOU think?” Or delegatee may ask if it is possible to delay deadline for another week. Again, turn question around and say, “Is it? Will that help us reach our goals?” Or you can ask questions like: - What recommendations do you have for how to handle this situation? - What are some feasible alternatives? - Which move do you suggest we go with?

In other words, don’t rescue! In your dialogue, keep focus on delegatee and don’t let them put monkey back on you.

13. Provide back-up and support when necessary. There’s a difference between rescuing and supporting. If something is not going well, provide support from behind scenes, such as placing a discreet phone call to someone involved who is not cooperating with delegatee. Let them know they don’t have to fight their battles alone.

14. Give full credit and recognition to person who gets job done. Don’t take credit yourself. If delegatee is unsuccessful, take brunt of blame yourself rather than using him/her as a scapegoat. If delegatee has not developed their skills fully enough to accomplish task, you as manager can assume responsibility for that. Learn from experience so you can more effectively delegate next time.

For a short time, you might consider creating a checklist for each task. As you cover each area of project with your new hire, mark item off your list. Make a point to ask if new employee has any questions regarding tasks, what resources are available within company to complete project, and which departments might offer assistance. Also, track how communication is working and make adjustments when needed.

Train People As A Team

When conducting training, incorporate entire team. Being a new employee creates an immediate damper on one’s self-confidence. When that new hire is singled out, rift between “them” and “me” widens. Everyone can use a review of company resources, expected protocol and policies and procedures. Whenever possible, include all team members in training sessions.

Making Sound and Timely Decisions

Those new to your team will be dependant on you for knowledge, focus and clarity. When managers waiver in their decision making, or when decisions are handed down with proper timing, it sends a message of confusion and lack of organization. Before announcing your decisions on a given matter, take time you need to ensure these decisions are both sound and timely.

With proper time and some guidance from you, your new hire will soon be flourishing in his/her position. You’ll find a productive member of your team that contributes, and helps to build a more valuable workplace for all on team.