Delegation – Lesson 1

Motto: „Don’t shine alone, let others shine just as bright.“

Delegation

Delegation is another competence and essential activity of managerial work. To delegate means to transfer a part of the responsibility for accomplishing a given task to a member of the council/parliament. To delegate also means to transfer authority proportionately linked to the scope of responsibilities and the complexity of the task

Consequences of Non-Delegation

People use delegation sparingly, which is a shame. We may often hear the following phrases: “It would be easiest if I did everything myself, but I don’t have the time.” or “I can do it best anyway.” These statements are often associated with the fear of losing position or distrust of the members. Some youth council members councillors even see delegation as a sign of overworking or incompetent leadership.

A work team led by a non-delegating manager becomes dependent on him over time. This approach decreases the team autonomy while the physical and mental strain on the manager increases. If these tendencies occur in an organization, it is time to learn how to use delegation. Council members should use delegation systematically as a managerial tool since it has many uses besides assigning easy and unpopular tasks or easing the workload of people in charge of the council. We will learn how to properly use delegation as a tool for better collaboration, motivation, sharing of experiences, or finding new creative ways of doing things.

Using delegation, we can rid ourselves of the oppressive feeling of being on our own. We will also improve the performance of council/parliament members. In the delegation process, the council or parliament itself will gain greater autonomy, better performance, and accountability of members. The responsibility won’t be only concentrated in the chairperson of the council/parliament anymore. The number of mistakes and shortcomings that stem from overworking people in charge will also be reduced. The time thus gained will improve the real leadership work of the council/parliament leaders. Everyone will see the consequences of this improvement in the overall results.

While you delegate, a few questions may come to mind. Try to think them through, would you be able to answer
1. What are all the obligations, and what is their purpose?
2. Who is a suitable candidate?
3. For how long should one delegate?
4. What is the best way to proceed?

The Benefits of Delegation

• Finding new strengths and developing the dispositions of council/parliament members will better prepare you for growth.
• Testing the skills and attitudes of council and parliament members.
• It puts the council/parliament in the role of a learning organization, for by delegating, it acquires new practices and expands the team flexibility.
• It can positively impact motivation, as the delegation system allows juniors to show their skills in new activities that their current position does not regularly permit.
• It reduces the time strain off the shoulders of proactive members. It can give them time for more challenging tasks.

The Disadvantages of Delegation

• The leaders do not absolve themselves of responsibility for the outcome and therefore accept the risks that delegation entails.
• There is likely to be an increase in the time needed to get the job done.
• It can become demotivating if you continually delegate insignificant activities.
• It requires you to spend time with the members to set boundaries for their work. This time can sometimes outweigh the effectiveness.
• The task may not be of the quality that you are capable of.