Successful delegation involves far more than a leader simply assigning a task to an employee. In its truest form, delegation serves as a means of motivation. It’s a tool enabling employees to gain autonomy and take ownership of both a process and their own professional growth and development. 

In his many books and lectures, successful author and career analyst Dan Pink often discusses the two most common people motivators: extrinsic and intrinsic motivation. Most recognizable, extrinsic motivation is driven by external factors like money and accolades — concrete reinforcement awarded to a person once they’ve completed an assigned task or met a specific expectation. Intrinsic motivation, or the internal feeling of pride a person experiences after successfully learning or executing a new task, is equally important but, unfortunately, often less cultivated. Within the workplace, delegating to intrinsically motivated individuals leads to the most successful outcomes — because these employees are by nature more self-motivated and passionate about what they do and where they work.

In many businesses, the majority of employers and employees are conditioned to place the most value on extrinsic motivators as their main organizational resource, relying on “if, then” incentivization — for example, “If you complete this task, then you will be rewarded.” While these incentives may prompt short-term improvements in motivation and productivity, they become less effective in the long term. An overreliance on the “if, then” mentality also stunts employees’ ability to develop strong intrinsic motivators.

As organizations with healthy people- and purpose-focused cultures understand, helping employees develop a deep commitment to personal and professional growth fosters an environment of belonging. They actively encourage an internally motivated mindset, which is defined by three main characteristics:

• Autonomy: the desire to direct your own life and work. To be fully motivated, employees must feel in control of where, when, why, and how they do what they do. Autonomy enables creative thinking and innovation, shirking conformity. As an employer, if feasible, consider rethinking traditional organizational protocol such as strict office hours, dress codes, and hard numerical targets. More flexibility in these areas will increase worker autonomy, build trust, and improve innovation and creativity across the company.

• Mastery: the desire to improve. Employees who are motivated by mastery see their potential as unlimited and actively seek opportunities to improve their skills through learning and practice. These individuals strive to be the best in their role, or even their field, for the sake of mastery. External motivators are far less important to them than a desire for continuous improvement. Make sure you are providing the tools and resources to aid them on their journey.

• Purpose: the desire to have a sense of why. Purpose-driven employees are interested in the “bigger picture” — the true purpose of their role as well as their employer’s commitment to having a positive impact on society. They may become disengaged or demotivated if they don’t understand or connect with their purpose at work, but those who do are often the most highly engaged, diligent, and productive.

The key to successful delegation

Delegating in a people centered workplace that prioritizes intrinsic motivators over extrinsic ones requires a shift in approach and a commitment to setting solid expectations. The most successful delegators:

Communicate and clarify. In order to delegate successfully, information must be clear: What is being delegated? Why is it being delegated? How does this add value to the team and their objectives? Goals should be clear, measurable, and well defined — and leaders should ensure everyone involved has the opportunity to ask questions and share concerns. 

Provide guidance and planning. Set parameters around what is being delegated. Who is responsible for what specific task(s)? What is the overall timeline? To what extent will the delegator stay involved as the process evolves? What level of autonomy is expected from the employee?

Support and align. When delegating, ensure you provide all the tools necessary for the employee to successfully complete the task at hand. What resources need to be made available to the employee? Do they need additional training or direction? How does the delegated work align with the employee’s own professional goals? 

The freedom to innovate

Successful delegation is driven by strategic, intentional decisions and thoughtful strategy — in other words, a delegator’s approach to the delegation process informs the outcome. Keep your strategy people centered and purpose driven, with a keen eye on the following:

• What is the desired outcome? Provide detailed and clear expectations Ensure team members understand how the delegated task fits into the bigger picture and provide solid criteria for measuring success.

• What level of autonomy is expected? Clarify the autonomy level attached to the task. If certain tasks were not delegated previously, it’s likely you’ll need to provide additional support — but the employees themselves still need to understand exactly how much autonomy is expected of them. For organizations that haven’t encouraged a high level of autonomy before, this may be new ground, so delegators must lead with empathy and support as everyone adapts to new expectations and responsibilities.

• Who is accountable? Delegation encourages autonomy, but a level of shared responsibility remains. The delegator is ultimately responsible for the outcome of the process itself, while the employee is responsible for execution of the task at hand — assuming all necessary tools and support are provided in advance. 

• Does the process support innovation and creativity? Leaders who delegate successfully understand they must set aside their attachment to how they executed a task in the past and trust in the delegate’s unique capabilities. With an open mind and a focus on their people, they may be surprised at the creativity displayed by employees who are allowed to develop novel approaches and innovative ways of working.

A well-planned delegation strategy maximizes organizational resources, develops employee skills, enhances the employee experience, encourages intrinsic motivation, and creates a more collaborative culture of belonging.

To learn more about building a people centered culture aimed at connecting, motivating, and encouraging both leaders and employees to embrace delegation, contact Fitch Consulting.