One question to delegate work more effectively.

Is it DIFFERENT or WRONG?

For many managers and supervisors, assigning work to others to complete is a real challenge. While assigning the work itself may not be difficult, staying out of the way while it is being complete might be. We have all heard of the ‘micro manager’, the one who assigns a project and then persists to review every detail of work and provide endless direction. 

Managers with high performance expectations can fall into the trap of overseeing or prescribing how each step of a project should be done rather than focusing on the desired outcome. 

We know from our experiences that there are many ways to successfully achieve a desired outcome and that there are many different paths to take. Therefore, prescribing the exact approach and steps to take hinders the development of talent capacity and impacts your effectiveness. After all, why assign the project to a project lead if you are going to be the project manager? If we question the competence of the assigned project manager, then keep in mind that assuming their responsibilities is not addressing our real concern. Empowering staff without abdicating your responsibility is an art not usually taught in business schools. Effective delegation can be hard but by taking the time and establishing the conditions for success upfront, including a common understanding of the desired outcome, it is made easier. 

Assuming the conditions for success are well established, how does a manager control the urge to meddle and dictate the project’s approach? I have found that by asking myself one simple question I have been able to resist the temptation to intercede unless absolutely necessary:

Is the approach WRONG or is it DIFFERENT?

WRONG is defined broadly as illegal, unsafe, contrary to organization values and culture or exceeds project financial resources. In this context DIFFERENT means they are taking an approach that would not necessarily be the way you would do it but is reasonable and likely to achieve the desired outcome.  

Micro managers insist all work must be done as they would do it. Effective delegators remain focused on the desired outcome and assess the approach based on the question of WRONG or DIFFERENT always keeping an eye on the desired outcome. 

A simple practical example of DIFFERENT or WRONG in action occurs in our everyday lives. We are a passenger in a car and the driver is taking us downtown. There are many routes that can be taken and the driver selects 170 Street to 104 Avenue.  My preferred and only route when I drive is 174 Street to 107 Avenue. Both can get us to our meeting at the prescribed time. Is the driver WRONG or DIFFERENT? Think how unnecessary and unhelpful it would be to tell the driver he should take 170 street. Focusing on whether we would be at the meeting on time avoids what some would see as unnecessary meddling.

The same applies in work settings. Leave room for DIFFERENT but stay focused on the outcome.

This approach has many benefits from developing talent through real work experience as well as freeing up your time to focus on other matters. After all, who can not use some more time?

Ask yourself next time is it DIFFERENT or WRONG? You will likely be surprised how many times different prevails.