130 - High Output Management - Delegation as Leverage

And learnings on effective delegation

I’m writing about High Output Management, what I’ve learned about how to generate high output as a manager. The last post introduced managerial leverage: focusing one’s own time where it can have the biggest impact on outputs. 

Delegation is a root contributor to managerial leverage. The greater the manager’s level of effective delegation, the greater their positive leverage. Effective and positive are critical words. Managerial leverage can be negative. Ineffective delegation amplifies negative impact.

Some learnings on effective delegation:

• A project can only have one leader responsible for its outcomes. That person can then assign tasks, potentially to their manager. But there can only be one lead. It must be unambiguously clear who that is and what they are responsible for delivering;

• Delegation without follow through is abdication. As a manager, you can never wash your hands of a project and the outcomes it is responsible for contributing. You are still ultimately responsible for its accomplishment. Monitoring is the only practical way;

• Apply sampling principles to this monitoring. Vary the frequency depending on the subordinate’s experience with this area - apply the concept of task relevant maturity;

• As it’s easier to monitor something with which you are familiar, you should delegate those activities you know best. This was counter-intuitive to me initially;

• Apply quality assurance principles and monitor at the lowest value add stage. E.g. review rough drafts of reports, don’t wait until the polished final version. I like the concept of 30% feedback.