Harvard's tips to founders on how to delegate more effectively.

Editor’s Note: I said I would post this Monday, but we rearranged. Sorry.

Plenty of our readers express feeling overwhelmed by the quantity and variety of management responsibilities they have to shoulder as startup founders. A standard leadership solution to this problem is “hire-up and delegate-down.” But doing this successfully is difficult for a host of reasons.

Well, last week “Harvard Business Review Online”:http://harvardbusinessonline.hbsp.harvard.edu/hbsp/index.jsp?_requestid=70553 published a great column by management guru, “Marshall Goldsmith”:http://www.marshallgoldsmithlibrary.com./ that is filled with advice for how to delegate more effectively. We encourage you to “read the full piece”::http://discussionleader.hbsp.com/goldsmith/2007/09/how_do_i_delegate_more_effecti_1.html. (and
as many “other of Dr. Goldsmith’s writings”:http://www.marshallgoldsmithlibrary.com/html/marshall/resources.html on “the success delusion,” “behavioral change” and “time-wasting” as you can) but here are some “delegating” highlights:

First, Goldsmith reiterates that delegating well does not mean delegating more, or more frequently. Instead:

Tailor you delegation strategy to fit the unique needs of your staff members.

Second, let your direct reports tell you where they need more your leadership and involvement, and where they can do more on their own, to help you. Goldsmith advises that you:

...begin by schedul[e] a one-on-one conversation with each of your direct reports. Ask each to list their key areas of responsibility. Then ask...
1) Are there areas where I need to ‘let go’ or delegate more to you?
2) Are there areas where I need to get more involved or provide more help to you?”

Third, Goldsmith advises asking for objective feedback from direct reports on how well they see you managing your own time.

Ask [them],
1) “Do you ever see me doing things that I don’t need to be doing?
2) Can I let go of some of my work and give it to my staff members?”

Fourth, remember that:

By delegating these activities to staff members you…free up some of your own time … and help to develop them.

Developing your staff’s own management capabilites, giving them opportunities to hone their skills, is one of your most important responsibilities as a founder. In delegating well, you prepare your staff and your company for the future.

And Fifth,

don’t promise to do everything that everyone suggests. Just promise to listen … and do what you can, cautions Goldmith.

Founders, if you have management questions of your own, we encourage you to send them to Dr. Goldsmith at by via e-mail at: askthecoach@hbsp.harvard.edu. And be sure to share his repsonse(s) with the Found|READ community.

Become part of the community! Register or log in to comment