meaning of assignment or delegation

What Is the Difference Between Assignment and Delegation?

The difference between assignment and delegation is that an assignment can't increase another party's obligations. 3 min read updated on February 01, 2023

Updated October 20, 2020

The difference between assignment and delegation is that an assignment can't increase another party's obligations. Delegation, on the other hand, is a method of using a contract to transfer one party's obligations to another party. Assigning rights is usually easier than delegating, and fewer restrictions are in place.

The Process of Assignment

With a contract, each party involved holds certain rights. When the party referred to as the assignor gives his or her rights to the party known as the assignee, this is called the process of assignment. For example, if you are a contractor doing house repairs and have agreed to perform a job for a specific amount of pay, you can assign your right to receive that specific amount of pay to another person. If you do this, it means your rights under the contract have been assigned, by you, to that other person.

When You Can't Assign Contractual Obligations

Most of the time, the parties involved in a contract are able to freely assign their rights, but there are times when that isn't an option. One example is if a company enters into an enforceable agreement , also called a contract, to provide a specific amount of merchandise to a store or boutique. The store or boutique can't have the products delivered to a location that's farther away because that would increase the original company's obligation and delivery costs without their permission or agreement. Contracts are also sometimes written to prohibit assignment.

Defining Delegation

When you transfer duties, you have contractually agreed to perform, that's the delegation of your obligations, with the difference between delegation and assignment being that you aren't transferring rights, you're delegating obligations to a different party. Delegating duties you have contractually agreed to is typically permitted, but there are times when delegation isn't allowed.

• When the delegation of obligations would alter the scope of the agreement, it isn't allowed.
• A promise to repay a debt usually can't be delegated.
• Delegation isn't allowed if the parties involved in the contract draft that into the agreement.

Is Third-Party Consent Required for Assignment and Delegation?

Third-party consent isn't a requirement for a contractual assignment, which is linked to rights in an enforceable agreement. A delegation, however, does require that the person being assigned the task be not only aware, but they must explicitly accept the responsibility being assigned. The term for this type of delegation is the delegation of the performance of a duty . While the consequences of assignment and delegation aren't the same, the terms can be used in an interchangeable manner when consequences aren't involved.

Consequences of Assignment

Consequences of assignments include:

• The assignee's right to file a suit against the obligor if performance falls short.
• The obligor gets the same protection against the assignee the assignor gets.
• The obligor's payments to the assignor stay in effect until the obligor knows about the assignment.
• A contractual modification set up between the obligor and assignor remains in effect if the obligor was unaware of the assignment.

Consequences of Delegation

Delegation's consequences include:

• The liability falls to the party delegating the obligation to another party.
• The delegatee only has an obligation to the Obligees when consideration, or some form of payment, is received from the delegating party.

Assignments and delegation can only happen if the boundaries set by the contract allow it. Businesses often restrict the ability to assign rights or delegate duties because of not being sure who the rights or duties might be assigned to if not stopped contractually. This especially applies to delegation.

Delegation of Performance

No delegation of performance is able to relieve the delegating party's obligation to perform as contracted, and it doesn't remove liability for breach of contract. The right to receive damages in the event of a breach of contract can, however, be assigned regardless of an agreement that states otherwise. If the other party in the agreement designates performance as a factor that creates a sense of insecurity, they can then treat an assignment as a reason to demand assurances from the assignee. The original promise to perform is then enforceable by the assignor to the other party who was part of the original agreement.

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Assignment vs. Delegation

What's the difference.

Assignment and delegation are two different ways of distributing tasks and responsibilities within a group or organization. Assignment refers to the act of allocating specific tasks or projects to individuals or teams based on their skills, expertise, or availability. It involves providing clear instructions and expectations to the assigned person, who then becomes solely responsible for completing the task. On the other hand, delegation involves entrusting someone with the authority to make decisions and take actions on behalf of the delegator. It involves not only assigning tasks but also granting the necessary power and autonomy to the delegatee to accomplish the assigned tasks. While assignment focuses on task distribution, delegation emphasizes the transfer of authority and decision-making power.

Further Detail

Introduction.

When it comes to managing tasks and responsibilities, two common approaches are assignment and delegation. Both methods involve distributing work among individuals or teams, but they differ in terms of authority, control, and accountability. In this article, we will explore the attributes of assignment and delegation, highlighting their key differences and benefits.

Assignment refers to the act of allocating specific tasks or projects to individuals or teams. It involves providing clear instructions, setting deadlines, and defining the expected outcomes. Assignments are typically made by a person in a position of authority, such as a manager or supervisor, who has the power to distribute work among subordinates.

One of the key attributes of assignment is the level of control it offers to the assignor. By assigning tasks, the assignor retains a significant degree of authority over the process and outcome. They have the power to dictate how the work should be done, provide guidance, and make decisions along the way. This level of control can be beneficial in situations where strict adherence to guidelines or standards is crucial.

Another attribute of assignment is the clear accountability it establishes. When tasks are assigned, the assignee becomes responsible for completing them within the given timeframe and meeting the specified requirements. This accountability ensures that individuals are held responsible for their work and can be evaluated based on their performance.

Furthermore, assignment allows for a structured approach to task distribution. The assignor can carefully assess the skills, capabilities, and workload of each individual or team before making assignments. This enables a more efficient allocation of resources and ensures that tasks are assigned to the most suitable individuals or teams.

However, assignment also has its limitations. The assignor may become overwhelmed with the responsibility of distributing tasks and overseeing their progress. This can lead to micromanagement and a lack of autonomy for the assignees. Additionally, if the assignor is unavailable or lacks the necessary expertise, it may result in suboptimal task allocation.

Delegation, on the other hand, involves entrusting a task or responsibility to another person or team while retaining overall accountability. It is a process that empowers individuals or teams to make decisions, take ownership, and exercise their judgment in completing the delegated tasks.

One of the key attributes of delegation is the level of autonomy it provides to the delegatee. Unlike assignment, delegation allows individuals or teams to have more control over the process and decision-making. They are given the authority to determine how the task should be accomplished, which can foster creativity, innovation, and a sense of ownership.

Another attribute of delegation is the opportunity for skill development and growth. By delegating tasks, the delegator can empower individuals or teams to take on new challenges, learn new skills, and expand their capabilities. This not only benefits the delegatee but also helps in building a more versatile and resilient workforce.

Furthermore, delegation can enhance collaboration and teamwork. When tasks are delegated, it encourages individuals or teams to work together, share knowledge, and support each other in achieving the common goal. This collaborative approach can lead to improved communication, increased efficiency, and a stronger sense of camaraderie.

However, delegation also comes with its own set of challenges. The delegator needs to carefully select the right individuals or teams to delegate tasks to, considering their skills, experience, and availability. Inadequate delegation can result in tasks being mishandled or not completed to the desired standard. Additionally, the delegator needs to strike a balance between providing guidance and support while allowing the delegatee to exercise their autonomy.

Now that we have explored the attributes of assignment and delegation, let's compare them to understand their differences more clearly.

Authority and Control

Assignment provides a higher level of authority and control to the assignor. They have the power to dictate how the work should be done and make decisions along the way. In contrast, delegation empowers the delegatee with more autonomy and decision-making authority, allowing them to determine the best approach to completing the task.

Accountability

Both assignment and delegation establish accountability, but in different ways. In assignment, the assignee is directly responsible for completing the task within the given timeframe and meeting the specified requirements. In delegation, while the delegatee is responsible for the task's execution, the delegator retains overall accountability for the outcome.

Task Allocation

Assignment follows a structured approach to task distribution, where the assignor assesses the skills and workload of individuals or teams before making assignments. Delegation, on the other hand, requires the delegator to carefully select the right individuals or teams based on their skills, experience, and availability.

Level of Autonomy

Assignment limits the autonomy of the assignee, as they are expected to follow the instructions and guidelines provided by the assignor. In contrast, delegation grants a higher level of autonomy to the delegatee, allowing them to exercise their judgment, make decisions, and determine the best course of action.

Development and Growth

While assignment focuses on task completion, delegation provides an opportunity for skill development and growth. By delegating tasks, the delegator empowers individuals or teams to take on new challenges, learn new skills, and expand their capabilities.

Collaboration and Teamwork

Assignment primarily focuses on individual tasks, whereas delegation encourages collaboration and teamwork. Delegated tasks often require individuals or teams to work together, share knowledge, and support each other in achieving the common goal.

Assignment and delegation are two distinct approaches to task distribution, each with its own attributes and benefits. Assignment provides control, clear accountability, and a structured approach to task allocation. On the other hand, delegation empowers individuals or teams with autonomy, fosters skill development, and enhances collaboration. The choice between assignment and delegation depends on the nature of the task, the level of control desired, and the development opportunities sought. By understanding the attributes of assignment and delegation, managers and leaders can make informed decisions to optimize task distribution and achieve organizational goals.

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How to Delegate Effectively: 9 Tips for Managers

• 14 Jan 2020

Delegation is a vital management skill . But for some, it’s the hardest to put into practice.

There are several reasons why managers may shy away from delegating work. They might:

• Think it would take longer to explain the task than actually completing it themselves
• Want to feel indispensable to their team by being the keeper of specific knowledge
• Enjoy completing certain projects so prefer not to reassign them
• Feel guilty about adding more work onto another employee’s to-do list
• Lack confidence or trust in who they need to transfer the project to
• Believe that they’re the only ones who can do the job right

Whatever the reason, it’s important to continue honing the skill, as refusing to delegate can have negative consequences. Not only will you overload your schedule and prioritize the wrong tasks, but your employees will miss out on valuable learning and growth opportunities.

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What Is Delegation and Why Is It Important?

Delegation refers to the transfer of responsibility for specific tasks from one person to another.

From a management perspective, delegation occurs when a manager assigns specific tasks to their employees. By delegating those tasks to team members, managers free up time to focus on higher-value activities while also keeping employees engaged with greater autonomy.

According to a Gallup study , CEOs who excel in delegating generate 33 percent higher revenue. These executives know they can’t accomplish everything alone and position their team to tackle tasks they’re confident they’ll achieve—in turn empowering employees, boosting morale, and increasing productivity. In the process, CEOs free up their time to focus on activities that will yield the highest returns and grow the company.

Here are nine ways you can start delegating more effectively to cultivate high-performing teams.

9 Delegation Tips for Managers

1. know what to delegate.

Not every task can be delegated. For example, performance reviews or any personnel matters should be handled by you. After all, hiring the right talent and knowing each employee’s strengths and weaknesses will ultimately make you better at assigning deliverables and transferring responsibility to the appropriate team members.

Several other day-to-day activities don’t require your oversight, though. Is there a task you regularly tackle despite knowing your co-worker is better equipped to complete it? Would assigning the project to other employees help bolster their careers? If there’s someone who could do the work better, or you think this could be a teachable moment, delegate. It will show you trust and value your team, while also giving you time to focus on more strategic projects.

2. Play to Your Employees’ Strengths and Goals

Every employee should have goals they’re working toward, and within those goals are opportunities to delegate. For example, maybe you have a direct report who wants to gain management experience. Is there an intern they could start supervising, or a well-defined project they can own the execution of? The type of work you delegate could factor into their professional development plan.

For other tasks, there’s likely someone on your team with the specific skill set needed to achieve the desired result. Leverage that and play to your employees’ strengths. When someone has a higher chance of excelling, they’re more motivated and engaged , which then benefits the entire business.

Related: How to Become a Better Manager

3. Define the Desired Outcome

Simply dumping work onto someone else’s plate isn’t delegating. The projects you hand off should come with proper context and a clear tie into the organization’s goals.

“You’ve got to have real clarity of objective,” says Harvard Business School Professor Kevin Sharer in the online Management Essentials course . That includes having alignment on “what does good look like” and by what timeline, and “the technique of measuring accomplishment.”

Before anyone starts working on a project, they should know what they need to complete and by when, including the metrics you’ll use to measure the success of their work.

4. Provide the Right Resources and Level of Authority

If the person you’re delegating work to needs specific training, resources, or authority to complete the assigned project, it’s your role as a manager to provide all three. Setting someone up for an impossible task will frustrate both sides; your colleague won’t be able to achieve the desired outcome, and then you’ll likely need to put that work back on your to-do list.

This is also where you need to fight the urge to micromanage . Telling your co-worker, step-by-step, how you would accomplish the task and then controlling each part of the process won’t enable them to learn or gain new skills. Focus instead on what the desired end goal is, why the task is important, and help address any gaps between the outcome and their current skill set.

5. Establish a Clear Communication Channel

While you want to avoid micromanaging, you do want to establish a communication channel so that the person you’re delegating to feels comfortable asking questions and providing progress updates.

“You’ve got to have some way to communicate so that the person you delegated to can come back to you and report,” says Sharer in the Management Essentials course . “You’ve got to have some way along the way to see how things are going. It isn’t fire and forget. That is, ‘I just give you the task and I don’t worry about it anymore. We’ve got to have some way to monitor the progress along the way without me getting in your way.’”

Setting up regular check-ins and providing feedback throughout the project can help with this.

6. Allow for Failure

This step is particularly important for the perfectionists who avoid delegating because they think their way is the only way to get the work done. You need to allow for failure—not because your employees might fail, but because it will enable experimentation and empower the people you’re assigning tasks to, to take a new approach.

If you’re open to new ideas and approaches to the work, you’ll have an easier time delegating when able.

7. Be Patient

As a manager, you likely have more years of experience in your field. Because of this, a task you can complete in 30 minutes might take an employee a full hour the first time they complete it.

You might be tempted to refrain from delegating certain tasks knowing that you can get them done faster, but be patient with your employees. Think back to the first time you completed a specific task early on in your career. You probably weren’t as efficient as you are now; your time management skills have improved.

As you continue to delegate and your employees become more familiar with the tasks that need to be completed, you’ll notice that the work will get done faster over time.

Related: 7 Strategies for Improving Your Management Skills

8. Deliver (and Ask For) Feedback

In addition to monitoring progress, you should also deliver feedback to your employees after the tasks you’ve delegated are complete.

If a task wasn’t completed as assigned, don’t be afraid to offer constructive criticism. Your employees can take this feedback and make changes the next time a similar task is assigned. On the other hand, remember to provide positive feedback and show your appreciation when a task was done well.

To ensure you’re delegating effectively, you’ll also want to ask your team for any feedback that they can give you. Ask your employees if you provided clear instructions and determine if there’s anything you can do to better delegate in the future.

9. Give Credit Where It’s Due

After you’ve delegated tasks and they’ve been seen through to completion, credit those who achieved the work.

“Recognizing that success is because of your team is not only right, but it has the added benefit of making those around you more engaged—making you even more successful,” writes HBS Online Executive Director Patrick Mullane for Richtopia. “It’s counter-intuitive, but not claiming success for yourself will lead to more future wins.”

The more you thank and credit those you’ve delegated work to, the more likely it is they will want to help you on other projects in the future.

Honing Your Delegation Skills

Delegating isn’t easy; it’s a skill that must be practiced and honed over time. But the better you become at aligning the right people with the right tasks and responsibilities, the more effective you’ll become at your job as a manager.

Are you interested in further improving your managerial skills? Download our free leadership and management e-book to find out how. Also, explore our eight-week online Management Essentials course , which will provide you with real-world tools and strategies to excel in decision-making, implementation, organizational learning, and change management.

This post was updated on June 2, 2021. It was originally published on January 14, 2020.

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What is Delegation? Definition, Examples, and 3 Principles

“Don’t be a bottleneck. If a matter is not a decision for the President or you, delegate it.” – Donald Rumsfeld

What is Delegation? It is an art form that changes the way leaders do their jobs by giving people more power and encouraging teamwork. Being able to share tasks well is a sign of visionary leadership in a world where efficiency is key. This blog delves into the details of delegation, explaining what it means and how to get better at this important leading skill.

What is Delegation? 

3 key principles for effective delegation.

• What are Delegation Problems?
• What is Delegating Leadership Style?
• What are Examples of Delegation at Work?
• Key Takeaways:

Delegation involves more than merely assigning tasks to others; it constitutes a deliberate and strategic decision to entrust responsibilities to different individuals. By doing so, one recognizes that collaborative efforts yield superior results. Leaders, through delegation, shift from being taskmasters to becoming architects of an environment where people collaborate to accomplish objectives.

Delegation is not about giving other people work you don’t want to do; it’s a deliberate way to use the skills of each team member. Leaders who are good at what they do know that delegation is a key part of growth and success.

Read also: What Is Delegative Leadership? Theory, Qualities, Examples Etc.

Delegation, as a vital leadership skill, encompasses more than simply assigning tasks to individuals. It includes clear communication, giving people power through trust, and giving comments and praise regularly. Let’s take a closer look at the three key principles of good delegation:

1. Communication that is crystal clear:

Effective communication is paramount in successfully delegating tasks. When entrusting responsibilities to team members, leaders must articulate their expectations, goals, and desired outcomes with clarity. Misunderstandings or ambiguity can lead to chaos, delays, or suboptimal results. To enhance communication during the delegation process:

List the tasks Clearly:

Make it clear what each job you give someone is supposed to do. Give clear directions that include the desired results and any limitations.

Set Expectations:

Let people know what you expect in terms of deadlines, quality standards, and any other special needs. Make sure that every team member knows exactly what you expect from them.

Encourage Questions:

Tell people on the team to ask questions and seek answers easily. If anything about the task given to them isn’t clear, they should ask questions.

Use a Variety of Communication Channels:

To convey your message clearly, employ a range of communication channels, including verbal communication, written correspondence, and visual aids. Tailoring your approach to various team members may prove more effective in ensuring understanding and engagement.

Check for Understanding:

Before concluding the conversation, it is crucial to brief the entire team on the nature of the task, its significance, and the designated timeline. This proactive communication serves to dispel any potential confusion and ensures everyone is well-informed.

2. Trust as a vehicle for empowerment

Giving tasks to team members isn’t the only thing that delegation is; it’s also giving them power and responsibility. Giving people more power builds a sense of responsibility, pushes people to make decisions on their own, and supports a culture of accountability. So that you can gain power by trusting delegation:

Delegate Authority:

Along with giving people tasks, give them the power to make decisions about those jobs. This shows that you trust the skills of your team members.

Provide Autonomy:

Give people on your team autonomy by letting them do their jobs in any way they choose, as long as they stick to the rules. Freedom encourages creativity and new ideas.

Take Advantage of Expertise:

Know and use the special skills and knowledge of each team member. Make delegation based on their skills to help them feel like they are important and making a difference.

Encourage Risk-Taking:

Create an atmosphere where people are comfortable taking measured risks. Members of the team should feel comfortable taking the lead and making choices that are within the scope of their duties.

Be helpful:

Help people when they need it, but don’t micromanage. Believe that the people on your team can complete the tasks you give them and deal with problems that come up.

Read Also: 111 Self Respect Quotes to Elevate Your Spirit

3. Appreciation and Feedback:

The third part of successful delegation is giving team members timely, constructive feedback and acknowledging their work and successes. Regular contact improves work ethic, boosts productivity, and pushes people to keep getting better. To make sure that delegation comments and praise work well:

Set up regular check-ins to talk about work, address concerns, and give feedback. These meetings encourage open conversation and give people a chance to make changes if they need to.

Feedback That Helps:

Provide clear and helpful feedback on both the method and the results. Identify areas for improvement and commend effective methods.

Immediate Recognition:

Give credit for accomplishments right away. Timely recognition plays a pivotal role in fostering positive behavior, such as completing tasks ahead of schedule or innovating new approaches. Moreover, acknowledging achievements promptly not only boosts morale but also reinforces a culture of excellence within the team.

Enjoy Milestones:

Take time to recognize and enjoy important events and achievements. This could mean finishing a job, putting a new idea into action well, or meeting certain goals.

Promote Peer Recognition:

Make it a habit for people on the team to acknowledge each other’s work. Recognizing each other builds friendship and keeps the team spirit high.

Read also: This Is All About Great Business Leaders

Leader’s Tips   Learn about the goals, weaknesses, and skills of the people on your team. Customise your delegation plans to help them grow and use their unique skills.

What are Delegation Problems ?

When leaders are confronted with the decision of how and what to delegate, they frequently encounter the delegation issue—a multifaceted problem with various dimensions. Additionally, understanding the complexities involved in delegation is crucial for effective decision-making in leadership roles. It means walking the fine line between letting team members do their own thing and staying in charge, dealing with people’s fear of losing control, and encouraging a culture of responsibility. Explore the different parts of the sharing dilemma:

1. False beliefs and resistance:

As leaders or team members engage in task delegation, they may consistently encounter misunderstandings and resistance. This can stem from a deficiency in delegation skills or a fear of assuming additional responsibilities.

To eliminate any confusion, it’s crucial to communicate clearly about the goals and benefits of delegation. Leaders should articulate how, by sharing responsibilities, individuals not only learn new skills but also gain a sense of empowerment within their teams. Furthermore, this collaborative approach contributes significantly to overall operational efficiency. This transparency fosters a better understanding of the delegation process among team members.

2. Fear of Losing Control: 

Many leaders are hesitant to share because they fear losing control over what happens. Consequently, this apprehension often stems from concerns about potential chaos or unforeseen outcomes. Nevertheless, embracing collaboration can lead to enhanced innovation and improved collective decision-making within the team. This fear can result in micromanagement, where bosses excessively monitor and get involved in tasks delegated to others.

To get over the fear of losing control, you need to trust your team members’ skills. To delegate tasks effectively, leaders should provide clear instructions, grant team members autonomy, and trust them to accomplish the tasks.

3. Balancing Act:

Delegation is like walking a tightrope. Don’t give too many tasks to your team members; too few tasks can cause misunderstanding or a lack of direction.

However, achieving the right balance requires a comprehensive understanding of the tasks, the team’s skills, and individual strengths. Leaders should monitor the distribution of work and make necessary adjustments.

4. Lack of Confidence:

People on the team may not believe they can do the jobs they have been given, which makes them hesitant and unwilling to do them.

 Leaders are very important for making sure that their team members trust them. Providing clear instructions is essential. Furthermore, being readily available for assistance when needed and creating an environment where mistakes are viewed as opportunities to learn are all integral components of this process. This holistic approach ensures a supportive and conducive atmosphere for effective learning and growth.

5. Good Communication:

Communication gaps can make it challenging to delegate tasks effectively. Consequently, misunderstandings can occur when instructions aren’t clear, or when there isn’t enough information about the job. As a result, these issues may lead to inefficiencies, errors, and a lack of alignment within the team.

Leaders need to make sure that information is clear. This includes making clear what is expected of them, giving them important information, and encouraging them to talk about any questions or concerns.

6. Dealing with the Fear of Failing:

When team members take on new tasks, they may be hesitant or fearful of failing, particularly if they believe that failure will yield adverse results. As a result, fostering a culture that embraces learning from mistakes and providing support during challenging endeavors can help alleviate these concerns and promote a more resilient and innovative team dynamic.

Lead by example and encourage people to see loss as a normal part of learning. Fear of failing can be lessened by encouraging people to take risks, giving them a safe place to try new things, and stressing how important it is to learn from mistakes.

7. Creating a Culture of Delegation:  

In certain work cultures, there is a lack of value or promotion of delegation, thereby making it challenging to create an environment that is conducive to effective delegation. Consequently, this can hinder the development of a collaborative and empowered workplace where tasks are distributed strategically, limiting the overall efficiency and growth potential of the team.

Leaders should work to create an environment where sharing is seen as a valuable way to achieve growth. This involves setting a good example by demonstrating effective delegation practices, consistently recognizing instances when delegation works well, and emphasizing how it contributes to improved team relations. In doing so, leaders can actively instill a culture that values and embraces the positive impact of delegation on overall team dynamics and success.

8. Training and Development:  

Team members may struggle to take on responsibilities confidently, particularly if they have not had adequate training and growth opportunities. However, with the right support and guidance, they can develop the skills and knowledge needed to take on new challenges. As a consequence, investing in comprehensive training programs may empower individuals by ensuring they have the essential skills and knowledge to take on duties with confidence and contribute successfully to the team.

Leaders should put money into training programs that give team members the skills and information they need. This proactive method makes the team stronger and encourages a culture of always learning.

9. Celebrating Success:

Leaders often concentrate on fixing mistakes but may overlook the importance of celebrating when sharing goes well. Consequently, recognizing and acknowledging successful instances of collaboration can not only boost morale but also reinforce a positive culture that encourages and appreciates effective teamwork.

Recognizing and celebrating successful delegation reinforces good behavior and encourages people to take on new duties without being asked.

Read also: Transformational Leadership-The Best Playbook for Leaders (2024)

What is Delegating Leadership Style ?

Leaders use this management style to give power and duty to different team members to handle. Leaders in this style give people the freedom to make choices, take responsibility for tasks, and add to the organization’s success as a whole.

Key traits of the delegating style of leadership: 

Leaders who delegate tasks trust their team members to do them well. This trust makes the bond between the leader and the team possible.

Team members are given the freedom to make choices that are within the scope of their assigned duties. This freedom makes people feel like they own things and motivates them to take the lead.

Leaders who delegate provide help when it’s needed while staying out of the way. This help could come in the form of tools, advice, or dealing with problems.

Easy to Understand:

When sharing, it’s important to be able to communicate clearly. Leaders need to make sure that everyone on the team knows what is expected of them, that they have all the information they need, and that they fully understand the tasks they have been given.

Giving and receiving feedback:

Leaders who delegate regularly give feedback, recognize successes and offer helpful suggestions. Giving praise is an important part of keeping people motivated and confidence high.

Hesitation to Delegate: 

Leaders often don’t delegate, even though it’s a good idea for several reasons, including:

Being afraid of losing control:

One main reason people hesitate is that they don’t want to lose power. Leaders may be afraid that giving tasks to other people means giving up control over making decisions and the general direction of the work.

Perceived Lack of Time:

Leaders might think that it takes more time to discuss tasks, give advice, and check on progress than to do the tasks themselves. This focus on the present can get in the way of the long-term benefits of sharing.

Want to be Perfect:

Leaders who want everything to be perfect might be hesitant to give tasks to other people because they’re afraid that they won’t meet their high standards. This way of thinking can make leaders too busy and team members who aren’t getting enough work.

Trust Issues:

You might not want to share because you don’t trust your team members to do the job. Leaders may worry that others won’t do their jobs as well or quickly as they would.

Poor protection or excessive management Likeliness to:

Some leaders may be afraid to share because they are insecure or like to keep an eye on everything. They might want to stay in charge of the whole job or task.

Concerns about the team’s ability:

If leaders are unsure whether their team members are ready or skilled enough, the information may not be shared. Questions might arise about whether the tasks given to the team can be handled.

Fear of Making Mistakes:

Leaders may worry that giving jobs to other people could cause mistakes. They might be afraid because they think that if they make a mistake, it will look bad on them as a boss.

Not wanting to put money into development:

Some leaders might not think it’s worth their time and energy to help their team members improve their skills. They might be more interested in short-term gains than in long-term growth.

Leader’s Tips   Let your team know you’re ready to delegate by giving them important tasks to do. The mindset of empowerment starts with what you do.

What are Examples of Delegation at Work ?

At work, delegation means giving team members jobs and duties to reach certain goals. Delegation that works well boosts productivity, helps workers learn new skills, and encourages them to work together. Here are some examples of delegating tasks at work:

Taking care of projects:

Based on what each team member is good at, the project manager may give them specific jobs to do. For example, one person on the team could be in charge of study, another of analyzing data, and a third of getting ready for a presentation.

Giving Out Tasks:

In a team setting, a manager might give different team members jobs like writing documents, doing research, or setting up meetings based on their strengths and skills.

Training and Getting Started:

A more senior worker might be given the job of teaching new employees. This could mean teaching them the rules and procedures of the company and giving them hands-on experience with certain tasks.

Help for Customers:

Jobs in customer service, such as answering questions from customers, dealing with certain types of problems, or keeping track of customer feedback, may be given to team members.

Planning an event:

Different people or groups thereof can be given the tasks of planning a company event, such as planning logistics, sending out invitations, and keeping an eye on the catering.

Things to do in sales:

The sales funnel can be used to decide who does what on a sales team. One person on the team might be in charge of finding leads, another might be in charge of making the first contact, and a third might be in charge of finishing deals.

Reporting on finances:

Tasks related to budgeting, data analysis, and financial reports may be given to team members who are experts in those areas in the finance department.

Making content:

Based on the skills and interests of team members, content creation jobs such as writing blog posts, creating graphics, or managing social media accounts can be split up.

Making sure of quality:

Certain team members can be given quality assurance jobs such as checking products for defects, ensuring they meet standards, and running tests when something is being made.

Help with IT:

In an IT department, different IT experts with different areas of expertise can work together to solve technical problems, keep software up to date, and manage hardware.

People Resources:

HR managers often assign HR team members tasks related to hiring, training, performance reviews, and onboarding new employees.

Looking into and making things:

Researchers, engineers, and artists can all work together on research and development projects to create new products, test them, and come up with new ideas.

Routine office work:

You can assign administrative assistants or support staff the tasks of setting up meetings, keeping track of calendars, and planning office events.

Getting rid of conflicts:

Assigning the job of resolving interpersonal conflicts or employee issues to HR professionals or team leaders can help ensure they handle them fairly and effectively.

Plans for the future:

Senior executives may assign tasks related to strategic planning, market study, and business analysis to certain teams or departments to ensure that they make decisions with all the facts.

Read also: Charismatic Leadership – The Best Playbook for all Leaders (2024)

Consequently, fostering a culture of sharing emerges as a crucial aspect of leadership, facilitating seamless collaboration among teams striving to achieve their objectives. Moreover, honing proficiency in the art of sharing evolves beyond mere skill, transforming it into a strategic imperative for leaders navigating dynamic industries. Delegation can help your team grow, build trust, and reach their full potential.

Why is delegation important in the workplace?

Delegation makes things more efficient, builds skills, and encourages people to work together.

How do I choose tasks to delegate?

Evaluate jobs based on how hard they are, the skills of team members, and their importance.

What if team members resist delegation?

Talk about the benefits, address concerns, and offer help to make sure the implementation goes smoothly.

How can I ensure successful delegation outcomes?

Be clear about what you expect, give advice, give feedback, and celebrate successes.

Key Takeaways :

Delegation that works well spreads out tasks more evenly, preventing bottlenecks and raising the general productivity of the team. Giving team members jobs helps them improve their skills, which gives them the confidence to take on bigger responsibilities. Delegation frees up leaders’ time to focus on strategic goals, which helps both leaders and team members use their time well.

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The Essentials: Delegating Effectively

Reliable ways to hand off work to colleagues, hold them accountable, and get the work done well.

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Delegating is a leadership skill that benefits you and your team. But determining when and how to delegate which tasks to whom can be overwhelming. And the discomfort many of us feel around assigning responsibilities to others or making requests of our colleagues can lead us to falsely believe it’s easier to just continue doing everything ourselves.

To learn how to delegate in a way that delivers the results you’re hoping for, we’re bringing in an aerospace engineer who wants to overcome the awkward, difficult parts of delegating so that she can do more strategic work. She and Amy G talk to a leadership coach who shares practices that will ensure the work gets done and will leave you and the person you delegated to feeling good about the experience.

Deborah Grayson Riegel is a communication and presentation skills coach. She is the coauthor of Overcoming Overthinking and Go To Help .

Jasmine LeFlore is an aerospace engineer at Raytheon Technologies and runs Greater Than Tech , a nonprofit that teaches girls about engineering and business.

• “ 8 Ways Leaders Delegate Successfully ,” by Deborah Grayson Riegel

• “ Managers: Compassion and Accountability Aren’t Mutually Exclusive ,” by Amy Gallo

• “ How to Decide Which Tasks to Delegate ,” by Jenny Blake

• “ You’re Delegating. It’s Not Working. Here’s Why .” by Sabina Nawaz

• “ How to Tell If You’re Delegating Too Much — and What to Do About It ,” by Anne Sugar

• “ How to Stop Delegating and Start Teaching ,” by Art Markman

Sign up for the Women at Work newsletter .

Email us: [email protected]

AMY GALLO: You’re listening to Women at Work from Harvard Business Review. I’m Amy Gallo. To learn how to delegate in a way that delivers the results you were hoping for, we’re bringing in a rocket scientist. No, not because delegating effectively is rocket science. Even Jasmine Leflore, an aerospace engineer at Raytheon Technologies, finds assigning colleagues tasks to be tricky – so tricky that she doesn’t always ask for the help she needs in both her day job and in running a nonprofit that teaches girls about engineering and business. But now she’s ready to confront the difficult and awkward parts in order to delegate more and better.

JASMINE LEFLORE: I think delegation will definitely help me be more prepared and be able to focus on the things that I am best at and can have more deep work on.

AMY GALLO: These are the sorts of outcomes that make entrusting others with work worth doing for anyone, you and me included. Deborah Grayson Riegel coaches leaders on shifting their mindset and behaviors in order to delegate clearly, conscientiously, and productively. She’s here to talk us through practices that will not only ensure the work gets done, but also will leave you and the person you delegated to feeling good about the experience. Jasmine, Deb, thanks so much for joining me on the show today.

DEBORAH GRAYSON RIEGEL: Happy to be here.

JASMINE LEFLORE: Thanks for having me, Amy. I’m happy to be here as well and nice to meet you, Deb.

DEBORAH GRAYSON RIEGEL: You too.

AMY GALLO: Jasmine, I want to ask you, would you say delegation is something you do a lot of already or is it something you’re looking to do a lot more of?

JASMINE LEFLORE: I would say both. I would say for my nonprofit, delegation is definitely important. Right now, I have a co-founder and part-time staff. So, going from one person doing all the work to it’s about seven of us who are involved hands on in a matter of three months has been a lot of delegation. I think about the apprentice program I’ve started where some college students who are studying engineering are now helping teach students about engineering entrepreneurship. So, my co-founder and I, we’ve been doing this framework that has been going very well and I really enjoy doing it, but in the same breath as a founder, co-founder, executive director, I think my time is well suited working on the business instead of in the business, so to speak. So, teaching college students to teach this curriculum has been very rewarding to see where they have those fresh eyes and they’re providing feedback and showing me things that I didn’t even think about when I started developing this framework, and I would say my role at RTX, I delegate to a lot of my peers. So, that one is a little bit more sparse, but I intend to delegate more as I move up in my career.

AMY GALLO: Yeah. And just to clarify for our listeners, RTX is Raytheon Technologies. You can use that acronym now that we clarified it, but just want to make sure everyone knows what we’re talking about.

JASMINE LEFLORE: Thank you. Yes. Raytheon Technologies, business unit Collins Aerospace.

AMY GALLO: Yeah. And Deb, what do you hear in what Jasmine’s saying about the importance of delegation as well as the challenges that many of us face?

DEBORAH GRAYSON RIEGEL: I’m hearing Jasmine hit the nail on the head. As she delegates, she gets to lighten her workload, she gets to crossings off her to-do list, is she’s going to challenge herself, improve and increase her value to the organization, and there’s benefits to the team as well. And one of the things, Jasmine, that I heard you say that I want to, at some point, make sure we talk a little bit more about is delegating to your peers, right? We often think about delegating as something we do to direct reports, and I’m hearing that you’re in a situation where you’re delegating to colleagues which certainly has some benefits, right? It makes them feel more trusted or more respected. They have the opportunity to learn more skills, collaborate more, you might even get a day off every once in a while if you have people who know how to do what you know how to do. So, it sounds like Jasmine is really focused on the benefits not just to herself, but to the team and the organization. And I really like the idea of delegating to peers.

AMY GALLO: Yeah. The idea that delegation isn’t just good for you, I think is critically important. And I actually want to bring in some research that’s been done about delegation in women specifically, that women tend to delegate less. They also tend to feel more anxiety and guilt about doing so, and that’s partly because they see it as a dominant thing to do. The researchers who did these studies… actually, the advice they suggest is to do exactly what you were just saying, Deb, which is to focus on the benefits of delegating not just for yourself, but for others – how it helps them learn, how it helps them grow, and I think that’s something we lose sight of. Listening to both of you talk so far, I’m already thinking about the things on my to-do list. I’m like, who can do that? Who can do that and how it benefits me, but I think the other way of viewing delegation of like, who actually could learn from this task, who could develop their skills as a result of doing this task, it’s just a very different take and would allow for that delegation to peers in a way that wouldn’t feel necessarily uncomfortable or inappropriate.

DEBORAH GRAYSON RIEGEL: And I’m also thinking about the research that shows that when women get feedback from all genders, when women get feedback, it tends to be about her teamwork and collaboration and less about her leadership. So I want to be mindful that if we are encouraging anyone to delegate more, that we don’t just think about it as a teamwork and collaboration skill, we think about it as a leadership skill as well.

AMY GALLO: Jasmine, I see you nodding. Does that resonate with you?

JASMINE LEFLORE: It does as resonate with me. I like feedback so I feel like I don’t get enough of it, and when I do get it, does feel like sometimes it’s based around that collaboration or maybe just being organized, but not necessarily the leadership aspects that I’m showcasing.

AMY GALLO: And Deb, can you articulate exactly how delegation is a leadership skill?

DEBORAH GRAYSON RIEGEL: Well, in order for you to be a leader, you need to be thinking more strategically and less tactically. You need to enable other people to grow, develop, and take things on rather than you having your hands in every single thing. So, in order for you to become more visionary and strategic and coach and guide other people to do the work so that you can be working on other things, you can’t still be doing everything yourself.

AMY GALLO: So, we know delegation is a critical leadership skill. We know it benefits not just you, but other people. Let’s get into how you actually do it. Deb, what steps do you recommend we take to decide whether or not to delegate a task, a decision, a responsibility?

DEBORAH GRAYSON RIEGEL: There are some common misconceptions I think people have about what to delegate, and I think people think that they should delegate things that are really boring, things that are really small so that you can follow up really quickly. I want people to think more broadly about what they can and should be delegating. So, as you think about your own workload, you want to think about things that might feel routine for you, but may not feel routine for somebody that you’re trying to develop. You might want to think about something that has been fun for you and it’s time to share the fun with somebody else who might think it’s fun. You might want to think about tasks that other people can clearly do better than you can, tasks that eat up your time, tasks that will develop other people so that you can move on to other things, and so that they can move on to other things are really good things to think about in terms of delegating. And of course, there are some things that you just shouldn’t delegate. One example would be if somebody delegated something specifically to you because they want you to do it, don’t give that to somebody else.

AMY GALLO: Don’t pass the hot potato.

DEBORAH GRAYSON RIEGEL: Don’t pass the hot potato. The last thing that I would say when I coach leaders on delegation and teach workshops on it, number one thing that people go, “that’s something that I’m doing that now I realize I shouldn’t be doing” is that people delegate poorly defined tasks to other people where they’re not clear of the expectation. They’re not clear on the goal. They’re not clear on what success would look like, and they pass that on. And as you can imagine, it’s like a giant game of telephone. It just leaves you a mess.

AMY GALLO: Yeah. I want to get more into that in a moment, but there was something that came to mind also that I realized would be worthy of delegating, which is something you’ve done for a long time. and maybe someone with fresh eyes could do a little differently.

DEBORAH GRAYSON RIEGEL: Absolutely, and I’ll just share that part of delegating is expanding your comfort level and definition of what “can do it” means. So, if your definition of can do it means they can do it exactly the way I can do it and have always done it, that’s a pretty small pool of people that I could delegate to. Sometimes it’s n=0, but if I’m willing to expand my comfort level and understanding of what “can” means, I have a lot more options and it brings a lot more diversity of perspective, as you said.

JASMINE LEFLORE: Yeah.

AMY GALLO: So, Jasmine, as you’re listening to Deb, what tasks are coming to mind? What are you thinking about wanting to delegate?

JASMINE LEFLORE: Yeah. So, in my day job, I’m starting a new project where I’m going to be helping create some virtual interactive demos for our products. So, I’m coming up with almost like a one pager of what our technology does, the benefits of it, who it serves and being able to delegate that to our younger engineers or early careers to do that for all of our projects. So, I’m basically starting off with one of our key products. So, it might be a very specific piece that I am creating a story around, but being able to delegate that to someone to continue that work is something I’m looking forward to doing.

AMY GALLO: Yeah. Deb, is that something you recommend – that you either do a piece of the work or do an example of the work before you delegate it? What prep do you need to do before a task is actually ready to pass off?

DEBORAH GRAYSON RIEGEL: Yes. You do want to think about, how are they going to learn what it is that I’m looking for? So, some steps might include being really clear about what it is you are expecting in terms of the outcome. You might even provide an example of what a successful outcome can look like. This is also the place to distinguish whether it is a certain outcome or a range of acceptable outcomes that you’re looking for. You want to get really clear whether it has to look exactly like this or once we’ve agreed on what success looks like, there’s a range of possibilities. You certainly want, in addition to providing examples of what it would look like when done well, you want to clarify how the task you’re delegating fits into the big picture, and I think that’s a thing that a lot of people miss is putting it in the context of why this matters. So, even Jasmine, I heard you say that, “I’m delegating a part of something.” That’s totally fine. We also want to communicate how that part fits into the whole so that people can get that big picture. You want to talk about how you’re going to evaluate progress, process, and outcomes. So, those are the things that can really help set somebody up for success.

JASMINE LEFLORE: You made me think of setting parameters. So, in engineering you set up you want your length to look like this width so on and so forth. You made me think of how to set up parameters to set someone up for success. Do you think managers should be creating almost like a checklist parameters, so to speak, before they pass on a project to someone they’re delegating to?

DEBORAH GRAYSON RIEGEL: What strikes me is that if you do that, you reduce the risk of what we call micromanaging, right? So, nobody wants to be a micromanager. That is for sure and yet-

AMY GALLO: And no one wants to be micromanaged.

DEBORAH GRAYSON RIEGEL: Thank you for offering a fair and balanced perspective. Nobody wants to be the micromanager and nobody wants to be micromanaged, and yet I think we misunderstand what we mean by micromanaging, right? So, if there is somebody who has never done something before, has limited knowledge and limited experience, you showing them what success looks like and walking them through the process is managing. That’s not micromanaging. To do anything other than that would be under-leading them, right? So, Jasmine, it’s your first day on a particular task and I go, great, well, my door’s open. Let me know if you have any questions. That’s the opposite of micromanaging – that’s under-leading. So, I think what you’re describing Jasmine in terms of a checklist is absolutely something that can set people up for success so that they don’t micromanage and aren’t micromanaged.

AMY GALLO: Yeah. Well, I like the way you put the engineer take on it, Jasmine – that it’s these parameters, right? It’s the what, who, when, why, and where, right? Thinking that through very clearly. Though I have to say, I think most people want to delegate because they have way too much to do themselves, and yet what we’re describing is a very time intensive prep to pass this task, right?

AMY GALLO: Like, part of me wishes delegation was as easy as walking past someone’s desk, hopping on a Zoom and being like, “Can you do this task? Great. Thanks,” and then just get off. That’s the time crunch most of us are under.

JASMINE LEFLORE: Yeah, because I would say I spend a lot of time crafting that parameter message of whatever I’m delegating to, and sometimes I feel like I’m delaying them from doing the work because I’m putting a lot of effort into, okay, let me make sure I told them everything.

AMY GALLO: Yeah. How do you know you’re spending too much time preparing a delegate versus the right amount of time? Deb, what do you think?

DEBORAH GRAYSON RIEGEL: Most people’s instinct would be to say, this is taking too much time because if they believe that it’s taking too much time, they won’t do it and they won’t have to do it. I think we actually want to challenge our confirmation bias that this is taking more time and it would just be easier and faster for me to do it myself. It’s going to be more likely that it is taking the right amount of time which is longer than it feels comfortable. I would say that if every single thing you are delegating takes a significant amount of time, then you are probably not doing it right. So, I often think about tasks for which I have a very hard opinion. This is exactly what it needs to look like and how it needs to be done. Tasks for which I have a soft opinion, I’ve got some ideas of what I think success would look like, and I’m really open to yours. Then tasks around which I have no opinion, I don’t know how to do this. I don’t want to do it, you do, take it on, and if for all three of those tasks I’m spending hours and hours and there’s something wrong in my process.

JASMINE LEFLORE: I like that. You made me think about, I did the Jenny Blake assignment on how to decide what tasks to delegate, and she has this really great framework where it’s six Ts. So the six Ts are, Tiny, if it’s something super small, you don’t think about it; Tedious, something that you don’t necessarily want to do, but it has to get done; Time consuming, obviously time consuming; Teachable, teachable, you can pass it on and there might be some gate checks you want to do; Terrible at, meaning you’re not the expert. This is not what you do; and in time sensitive, it’s critical, it’s hot, you got to get it done. So, you made me think about the teachable tasks that I’m giving to the apprentices or just where it’s more of me doing a gate check of what they’ve created versus me having a hard line of this is what it must look like.

AMY GALLO: Yeah. I’m thinking about this. There was a task I have done at HBR for years and years which is to write our Management Tip of the Day, and I just assumed no one else wanted to do this because no one ever raised their hand. Then as soon as we put it out to a few other people, there were lots of people who were like, that would be super helpful to learn how to condense the long form articles into short pieces of advice. It was like, all right, as soon as I thought of it as not this tedious thing – because it became tedious to me since I had done it for so long – but something that actually would allow someone to exercise a really specific skill, it became teachable rather than tedious.

DEBORAH GRAYSON RIEGEL: Amy, I want to highlight something you said, if I may, which is the idea of waiting for people to put up their hands, right? Which strikes me as culturally nuanced, right? So, I am a third generation New Yorker – if I want something I’m going to tell you to your face. There will be no mistaking that I want it or I want to do it.

AMY GALLO: Right.

DEBORAH GRAYSON RIEGEL: And as somebody who has worked all over the world, volunteering for assignments looks very different in different cultures, and I think if we are going to become better delegators, especially in a global marketplace and global business place, we may need to expand our understanding of what volunteering for a task might look like.

AMY GALLO: Yeah. Well, and I want to go back to what you were saying earlier about delegating to peers, because this is my role at HBR. I don’t manage anyone. I don’t have anyone who’s a natural person to delegate to. It would always be delegating to peers, and I think that’s why I was waiting for the volunteer, I assumed everyone knew that I was burnt out on doing this, but no one had any… I had never even articulated that. So, can you talk a little bit it about the delegating to peers versus direct reports?

DEBORAH GRAYSON RIEGEL: I want to reinforce the point that many people don’t think they can or should delegate to peers, right? Unless there’s an emergency and then it’s all hands on deck. There are many individual contributors and organizations who need to get some things off their plate and don’t have somebody to formally and officially hand it to. So, I think recognizing that delegation is a request, not a command, especially with peers, right? So, the definition of a request is something to which somebody can say yes, no, or make a counter-offer, right? I can’t take this thing off your plate, but I’d be happy to do that thing – and to really be explicit that this is a request around something to look for opportunities that you think people might be interested in, might want to learn, might help them get exposure to something or someone that you have had exposure to that they may not. So, like selling anything else, you may want to sell the benefits of it to them. Then to carry through the delegation to a peer, Amy, I come back to the Harvard Business Review article that you wrote about compassion and accountability, right? Not being in conflict. You had a much more eloquent way of putting that, but that when you are delegating to a peer, you definitely want to demonstrate compassion for what may be on their workload, and once they’ve said yes, you got to hold them accountable for results in the same way you might do a direct report.

AMY GALLO: Right. Jasmine, you’ve had experience doing this. What best for you when you’re delegating to a peer?

JASMINE LEFLORE: I think it’s gone well when it’s something that they’re the expert at. I work with a lot of technical specialists. So, most of the time when I’m delegating to that type of peer, it really only makes sense for it to be them, but in the same breath, with me not being their manager, sometimes it is about they already have a workload on their plate and then they need to talk to their manager if this is something else they can take on. So ,then it’s almost this like limbo of, oh, should I have asked or is this that important? And am I not the priority because it’s me as a peer asking versus me as your manager. I’ve seen instances like that, but I wouldn’t say that I’ve had like a negative one.

AMY GALLO: It’s just been a little more murky, the response.

JASMINE LEFLORE: Yeah, and I would say when it comes to delegation – and I know you talked about this a little bit in the beginning about, like, women delegating – I try to ask in a way that is the least taxing. So, I think that goes back to me, I’m preparing so much on my end and I’m spending a lot of time like trying to do this work that is verging into, okay, now I need an expert. Then they probably only need to vet or do 10% of what that actual project is, but I feel like I want to almost not ask anybody anything. So, when I ask, it’s usually like a small piece in the workplace.

DEBORAH GRAYSON RIEGEL: Jasmine, I’m hearing you align really nicely with the research that we talked about a little bit earlier, the idea of that when women delegate, they tend to delegate less, and when they do it, they do it with more guilt and anxiety associated with it. That makes a lot of sense that you wouldn’t want to burden someone. I think that shifting the mindset from number one, believing that you’re issuing a command versus making a request, right – If you’re making a request, somebody can say yes, no, or make a counter-offer – and number two is, if you can genuinely frame it in terms of some benefits for them, this is something you’re interested in. This is something you may want to learn as you get to the next level. This is going to give you some visibility that you haven’t had before, and I’d love for you to take advantage of that. If you can do that from a genuine place, you’re actually being of service to somebody rather than asking for a favor.

AMY GALLO: Yeah. What do you do about the murky response of like, “oh, I’ll have to check with my manager.” Jasmine is describing that feeling of like, oh, should I have asked? Now I don’t know what’s going to happen. How do you manage that more clearly, Deb?

DEBORAH GRAYSON RIEGEL: Well, there’s the fact and then the story that we make up in our heads, right? So, the fact may be somebody said, “I need to ask my manager.” The story we make up is, “Now they’re mad at me for asking them, I’ve put them in a difficult place. I should have just kept it myself.” Separate out the fact from the story. I don’t know about you, but I’ve never made up a happy story, right? In the absence of information, I never made up, “Oh, my goodness they’re so excited. They don’t even know how to tell me.” So, if this is somebody with whom you have a good relationship and a clear communication and a history of feedback, you might just point it out to them. “Hey, I noticed that when I asked you if you could take this on, you said, ‘well, now I have to ask my manager.’ Is that something that you’re comfortable doing asking your manager, or is it something else? I’d really like to hear that.” So, it’s a little bit of calling them on it, but not in a combative way, in a way that demonstrates, you’re noticing that they had a reaction that you were actually clear about what it meant.

AMY GALLO: Yeah. Could you imagine doing that Jasmine?

JASMINE LEFLORE: I can imagine it. I have done it, but I don’t know if I received a positive response.

AMY GALLO: What response did you receive?

JASMINE LEFLORE: Well, I like to think of myself as a firm, but fair person or “let’s get straight to the issue,” and I don’t know if it’s surprising when I’m the person saying like, “Hey, can you tell me more about your reaction,” or “You mentioned you need to talk to your manager, but is there something else that’s coming up for you?” I think that’s something that isn’t typically done in the workplace or at least where I work, where people are ready to answer those type of questions truthfully.

AMY GALLO: So, do they not answer them or how do-

JASMINE LEFLORE: It’s like, “Well, I’ll see,” or “No, I’ll just talk to them.” It’s almost like I don’t get that answer outside of, “I’ll just talk to my manager.” This also kind of goes back to me saying, “I don’t think I get enough feedback for me to really understand how I’m being viewed or the perspective of my interactions with my peers and even my leaders.” So, I don’t mind almost like handholding to get the delegation done in terms of, “should I email your manager and CC you?” And maybe we can talk about it there. Should I set up a meeting with him? Like I’m almost willing to do that extra work just to make sure that you can get the task done, but I don’t think that that’s what I should be doing.

AMY GALLO: Why not?

JASMINE LEFLORE: I think it feels like I’m doing so much just to have you help me, and you are not really showing that you’re willing to do it without me overextending myself. It’s like, “I’ll ask my manager,” but back to what you said, Deborah, did you or are you going to?

AMY GALLO: When someone’s dragging their feet on a task, this could be a peer, like the situation with Jasmine this could be a direct report, how do you know how hard you should push versus just take it back or not ask next time? Deb, what do you think?

DEBORAH GRAYSON RIEGEL: I think dragging your feet is an interpretation that we may want to define a little clearer, right? So, dragging your feet could look like somebody sulking while doing it, right? It could be tone of voice, facial expressions. Dragging your feet could also look like missing deadlines, right? So, we want to be really clear about what behavior we’re observing that we’re interpreting as dragging their feet. Also, and this is both the coach in me and the mom in me that says, “I see people drag their feet, so we’ll take it back,” right?

AMY GALLO: Yeah.

DEBORAH GRAYSON RIEGEL: So, we want to be mindful about positively reinforcing a negative behavior if I know that every time I sulk, you’re going to be like, fine, I’ll do it, guess what I’m going to keep doing? Sulking, right?

DEBORAH GRAYSON RIEGEL: So, this is a place where that feedback culture is really important to say, “I’m noticing you’ve missed a couple of deadlines. I’m noticing that you’ve said, yes, you would do it, and then you made a face after. I’m curious, what’s going on there?” And that really does require that feedback is a regular part of your relationship and certainly a part of delegating.

AMY GALLO: Yeah. You mentioned being a mom and I will tell you with a teenager, this is a daily exercise because I’ve learned, “You need to get out the door right now,” doesn’t work as well as “What do you need from me right now to get out the door,” and I think the positive reframing of, “I’m here to help you, but you really need to leave right now or you’re going to miss the bus” – and I do think we can apply that to work of… I think about something I delegated that someone was late on for like four weeks in a row, and I had to say, “Okay, what can we do to help you make sure you can do it on time as opposed to taking it back which honestly is what I wanted to do because I was like, this will just be easier if I just do it, but trying to problem solve and being open to hearing why it was taking so much time. Have you tried something like that, Jasmine? Like, what do you need from me to get this done?

JASMINE LEFLORE: Yes. Exactly that phrasing, what do you need from me? What can I help you do to make sure that we’re successful with this project? A lot of times when I ask that I don’t get a response that is tangible. It’s more like, “Oh, I’ll let you know.”

AMY GALLO: Well, and in the cases where they say, “Oh, yeah, I’ll let you know,” I don’t know, Deb, do you have a different phrasing you would use that would encourage a more accountable response?

DEBORAH GRAYSON RIEGEL: Well, I’m going to push back at the overuse of the word “we.” So, this is something that I hear all the time. “What do we need to do to get this done? When could we expect this, right? When will we see the next step?” No, right? As soon as it’s “we,” right? We say that because it’s friendly, it feels collaborative. It’s more teamwork, right? There’s no “I” in team, but one person is accountable, and so, I’m going to invite people who feel like perhaps they’re a little too soft when it comes to delegating to get rid of the word “we,” unless the word “we” is absolutely what you mean. So, “When will you have this done? When will you let me know progress? When will you tell me the next step,” really points the spotlight on, “Who is getting this done?”

JASMINE LEFLORE: I like that. Yeah. Thank you for that because I said it, but you made me think of, like, a RACI chart, R-A-C-I – Responsible, Accountable, Consulted, Informed. Usually, the A means that person is accountable for getting the work done, and there’s usually only one person that is an A on the team. You might have a few Rs, you might have few Cs, a few Is, but usually it’s only one person on the team that’s an A, the accountable person. So, I feel like what you said fits that very well in terms of what does that person need? What do they have to do? What does that accountable person need to do to get it done?

AMY GALLO: I want to continue on this language question because I have worked with an executive around my speaking and consulting business. Her job is to support me. My job is to delegate things to her, and I still struggle with the right language to introduce new tasks. So, “I need you to” feels somehow, like, too assertive or even abrasive, but “can you do this thing” is disingenuous because she needs to do the thing. I’m not actually asking her, “can she,” I’m telling her she has to. Deb, any advice about the right language to introduce a task like that?

DEBORAH GRAYSON RIEGEL: In your case, Amy, I might even ask her, “When I share a task with you, what language makes it clear, feel okay to you.” It strikes you as respectful. So, I would always go to the source. What I might do is to say, “Here’s a task that’s coming up. Here’s why it’s important.” So, remember to put it in the context and to say, “I will want your help on this. When is a good time for us to talk about it in more detail?” Schedule something like that, but I kind of just put it on the table and then talk a little bit about timing and deliverables for having the delegation conversation.

AMY GALLO: I like the idea of asking her because I have a feeling she would say, “Well, just tell me what I have to do.” She probably has impatience with the hemming and hawing I do in the language, but that’s just a hunch, and why not just ask her, right?

DEBORAH GRAYSON RIEGEL: Yeah. Absolutely.

AMY GALLO: Deb. So, you’ve delegated. What questions do you ask to assess whether they’re actually ready to go off and do the thing? That they actually understand the expectations, all of that.

DEBORAH GRAYSON RIEGEL: I’m a big fan of asking them to sum up what they heard me say. Quite often when people delegate, the delegator is the one who sums it up. So, “I just want to be clear, Jasmine, you’re going to do this by this date and here’s when our milestones are going to be.” Well, all that means is that I, as the delegator, knows it doesn’t tell me anything about what Jasmine might understand, right? So, ask the other person to sum up what they’re hearing if it’s appropriate, ask them to put it in an email so that you can capture their understanding of it. When I went to coaching school, we learned three questions that you ask at the end of coaching engagement which is, “What are you going to do next, by when, and how will you let me know or when should we check in about it?” I think when you are delegating to somebody who is new to a task, you would tell them rather than answer that. So, here’s what I need you to do next, by when, and here’s what I want to check in about it. As you are delegating things where people actually feel more educated and empowered, you would want to shift from answering those yourself to asking them.

AMY GALLO: Jasmine, what do you do when you’re assigning a task?

JASMINE LEFLORE: I’m a big proponent of using project management tools like ClickUp and Trello and just seeing cards move from “to do” and “work complete.” So, when I see that my virtual assistant is complete with a task or has some questions, sometimes she’ll just add some notes into our click up of, okay, I’ve done this, but can you clarify this? Do you think that’s effective when it comes to working with a virtual assistant in terms of tools as your place of conversation or clarification?

AMY GALLO: I think so. I think that the idea of – right now I’m like, okay, I need to start a Trello Board because I do think that… because there’s so many conversations where I’m like, where does that thing stand? What happened with that – where I’m following up, and if it was visible to me in some way, it would eliminate the need for us to go back and forth, and I do get concerned that my constant questioning signals a lack of trust. So, if I could actually see it, then I wouldn’t have to convey that I’m doubting that she did it, even though I’m really just curious whether she has. I don’t know. What do you think, Deb?

DEBORAH GRAYSON RIEGEL: I think if you have tools that work for both of you, have at it.

AMY GALLO: Yeah. Let’s talk about that tracking for a moment because we’re talking about the wanting to be hands off, to let someone have the room to do what they need to do without being micromanaged. And it will depend on the task of course, but once you’ve actually entrusted someone with a task, how do you assess how involved you need to be?

DEBORAH GRAYSON RIEGEL: I think at the beginning, when somebody is new to a task, you should be involved, right? If they are just learning how to do it is not micromanaging them for you to be involved. It would be underleading them for you not to be involved. At a certain point, there is going to be a shift in the ownership or the responsibility of it, and in my mind, that’s a conversation, right? “Up until now, I’ve been checking all along the way. At this point, I think you’ve demonstrated that you know how to do this, I’d like you to now take these steps without me and then let’s plan to check in for the next part.” So, I think it’s a continuum. I often think about it in terms of when my kids were learning to drive at a certain point, I needed to stop grabbing the wheel. I don’t know that that will actually ever happen, but I wasn’t going to stop grabbing the wheel for as long as they actually didn’t know what to do or how to do this, right?

AMY GALLO: That’s a helpful metaphor. Yeah.

DEBORAH GRAYSON RIEGEL: So, having a conversation based on your observation of what their skill level is, what their knowledge is, and their motivation to do it as well. So, they may be really skilled, but if they hate doing it, you can be assured that they will drag their feet. In that case, they might need a little cheerleading as opposed to instruction.

JASMINE LEFLORE: Deborah, when it comes to taking that wheel, how do you do that in a way that doesn’t make that person feel like they’re not doing it right?

DEBORAH GRAYSON RIEGEL: A couple of thoughts: Number one is to say exactly that – actually communicate your intentions. “There may be parts of this project where I need to put my hands back on the wheel. Even though I said you’re the driver, when that happens, I will let you know and I will explain why.” And of course, if you’re in a crisis, you don’t have to let them know and you don’t have to explain why. That can come after, right? You also want to think about timing that there may just be things where the risk is too high and you just need to take it back, and you may also want to have after action reviews about how a process went. “Do you think that I gave you enough responsibility earlier on? Do you think I let you go too long without me stepping in?” This is again, one of the reasons why having a culture of feedback with anybody that you’re delegating to is really important.

AMY GALLO: Yeah. Is that helpful, Jasmine?

JASMINE LEFLORE: That’s very helpful.

AMY GALLO: Yeah. Deb, what if you’ve delegated something to someone and the person just isn’t doing a good enough job? Perhaps you could have delegated the work better in the first place or you tried to reset and it didn’t actually work, how can you take the task back without damaging their morale or their confidence?

DEBORAH GRAYSON RIEGEL: There’s the damage of somebody’s confidence or morale that comes with doing something poorly, and there’s the damage of somebody’s confidence and morale that comes with you taking something back, right?

AMY GALLO: Good point. Yeah.

DEBORAH GRAYSON RIEGEL: I think that this is, where is there going to be less harm done? And in many cases, less harm is done by actually taking the task back and getting it done right, and it’s worth having a conversation. So, to talk about, “Look, I recognize that I delegated something to you, it didn’t turn out the way either of us hoped and I took it back. I imagine that that had an impact on you and I want to hear about that. Let me start by sharing my contribution of how I actually might not have set you off on the right foot. I think that’s what I did. Would you share with me a little bit about how you think you might have contributed to this not turning out the way either of us had hoped?” So, get rid of fault, get rid of blame, get rid of shame, and talk about contributions because chances are, you both had some.

AMY GALLO: Yeah. When you first used the word contribution, I thought you were going to say, talk to them about what they did contribute even if it wasn’t completely filling the task, right? Like, “You got me the first step there, I’m going to take it back. This was an important step, but I need to own it from here on out because we’re not getting the results we need.”

DEBORAH GRAYSON RIEGEL: Yes. So, that idea of giving some positive feedback, even if the feedback isn’t about the outcome, but the feedback is about the process or a part of the progress that they made or even how well they handled the feedback that you needed to take it back, absolutely.

AMY GALLO: Yeah. Deb, our last episode was about managing up, and I imagine there’s times when you need to tell your boss that you’ve delegated something, that you need to keep them informed of why you’re doing that. In order to manage perceptions of you so that you don’t look like you’re just trying to toss off work to someone else, what are some situations where you think it might be helpful to keep your boss informed of when you delegated versus when it’s just the normal course of business?

DEBORAH GRAYSON RIEGEL: I think there’s the business-as-usual delegation where you may want to ask your boss, “How much of that do you want to be informed about?” Because some bosses want to know about everything and some bosses are like, “Tell me if something blew up in your face, other than that, I don’t need to know.” So, number one is asking them for their expectations. If you are delegating something to somebody so that you can focus on a development area for yourself, you want to tell your boss that, right? So, an example might be, “In our last performance review, you told me that one of the things that I really need to work on is being more innovative. In order for me to spend more time being innovative, these are the tasks I’ve delegated so that I can focus that.” That is a win-win right there, right? I heard your feedback, I’m taking the feedback, and I’m giving things away so that I can work on that. You also want to be mindful that part of your job is to be an ally, an advocate, and developer for the people that you are managing. So, if you are delegating things to people on your team that you hope will give them increased visibility, grow their own skill sets, work on their own career development, you may want to bring that up to your manager as well so that they can see the progress that you see.

AMY GALLO: Right. Jasmine, you told us at the beginning there’s some tasks you haven’t delegated yet that you’d like to. What are you taking from this conversation in terms of how to actually get those things off your plate?

JASMINE LEFLORE: Yeah. So, what’s coming up for me are the tedious tasks. Right now I’m doing a robotics program where I’m interacting with students and parents, and I have to take attendance, that type of thing. That’s a task that I don’t think I need to do, but it’s something that doesn’t have this hard line of, “it must look this way.” So, that to me is a task I can easily delegate to my virtual assistant. She can come up with this spreadsheet herself and propose it to me, and I can give her a timeline of when I’m looking to see that work done and using the phrasing, “When can you have this done by and do you understand the goal of this task, and do you have questions for me,” more definitively than me coming up with the entire Excel sheet and all these different things for her. This is the type of task that has a lot of flexibility. The goal is track the students in the program and track their parents registering them.

AMY GALLO: Right. Deb, any final thought what Jasmine’s saying around what she’s going to do differently and how she’s going to do it?

DEBORAH GRAYSON RIEGEL: Yeah. I’m appreciating that you are using individually accountable language, right? “What are you going to do? When can I expect to see something from you as well?” And I’m also noticing that you have some close ended questions in there like, “Do you understand?” I would also compliment that with some open-ended questions – “What parts of this do you understand the best? What parts of this still feel confusing for you?” – so that you make it okay for people to not completely understand it and they have choices beyond yes and no. I’m getting the sense that you are really ready to lean into your own impact and the respect that you deserve from the amount of work that you’ve put into your role to now ask people to take on things so that you can continue to develop.

AMY GALLO: Thank you both so much. Jasmine, I have to say I think you’re our first rocket scientist ever to be on the podcast. Thank you for upping our game. Deb, thank you so much for sharing your always very practical advice. This has been really helpful to me.

JASMINE LEFLORE: Thank you for having me.

DEBORAH GRAYSON RIEGEL: Thank you so much for having me.

AMY GALLO: Women at Work ‘s editorial and production team is Amanda Kersey, Maureen Hoch, Tina Toby Mac, Rob Eckhardt, Erica Truxler, Ian Fox, and Hannah Bates. Robin Moore composed this theme music. This episode is part of our series, The Essentials . In it, we bring together management experts and women working in essential industries in order to cover the fundamentals and nuances of key career skills. Scroll through the show’s feed to find other Essentials episodes. You’ll see ones on negotiating strategically, being productive, managing stress, and giving feedback. And if you want to go deeper on the topic of delegation and create a plan to practice what you’ve learned, check out Harvard Manage Mentor. It’s an online self-directed learning and skill building resource. Visit hbr.org/harvardmanagementor to see all the different skills the program can help you build, broaden, and refresh I’m Amy Gallo. Thanks for listening. Email us anytime at [email protected].

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Understanding Assignment and Delegation in Contracts

Nov 24, 2023 | Contracts

Contracts serve as the backbone of countless interactions in our daily lives, from business agreements to personal arrangements. Within the intricate web of contractual relationships, two essential concepts play a pivotal role: assignment and delegation. In this comprehensive guide, we will delve into the depths of assignment and delegation in contracts, unraveling their definitions, implications, and the crucial distinctions between them.

I. Definition and Basics:

A. Assignment:

An assignment in the context of contracts refers to the transfer of one party’s rights or obligations under the agreement to another entity. This can involve the entire contract or specific rights within it. The original party is known as the “assignor,” the party receiving the rights is the “assignee,” and the other party to the original contract is the “obligor.”

B. Delegation:

Delegation, on the other hand, involves the transfer of one party’s duties or responsibilities under the contract to a third party. The party initially obligated is the “delegator,” the entity assuming the responsibilities is the “delegatee,” and the other party to the original contract remains the “obligee.”

II. Key Elements of Assignment:

Assignments often require notice to the obligor for legal effectiveness. This notice serves to inform the obligor that the rights under the contract have been transferred to another party. Failure to provide proper notice might result in the assignee’s inability to enforce the assigned rights against the obligor.

B. Consideration:

In many jurisdictions, a valid assignment requires consideration, meaning something of value must be exchanged between the assignor and assignee. This ensures that the assignment is a bona fide transaction rather than a gratuitous transfer.

C. Prohibited Assignments:

Certain contracts include provisions prohibiting assignment without the consent of all parties involved. If such a provision exists, attempting to assign the contract without consent could lead to a breach.

III. Key Elements of Delegation:

A. Responsibility vs. Performance:

Delegation involves the transfer of responsibilities, not performance. The delegator remains liable for the performance of the contract, and any failure on the part of the delegatee reflects directly on the delegator.

B. Consent:

Similar to assignments, some contracts explicitly state that delegation is not allowed without the consent of the other party. If a contract includes a non-delegation clause, attempting to delegate without consent may result in a breach.

C. Trust and Expertise:

Delegation is often used when the delegator believes that the delegatee possesses specific skills or expertise required for the performance of certain duties. However, trust remains paramount, as the delegator is ultimately responsible for the contract’s fulfillment.

IV. Legal Implications:

A. Third-Party Rights:

Assignments can create third-party rights, allowing the assignee to enforce the assigned rights directly against the obligor. This can lead to complex legal scenarios, especially when dealing with multiple layers of contractual relationships.

B. Breach of Contract:

Improper assignment or delegation can result in a breach of contract. Parties must adhere to the terms of the contract and applicable laws to avoid legal consequences.

C. Novation:

In some cases, parties may opt for novation, a process that involves the substitution of a new party for one of the original parties. Novation releases the original party from all obligations under the contract and replaces them with a new party.

V. Practical Considerations:

A. Drafting Clear Contracts:

To avoid confusion and potential disputes, parties should draft contracts with clear language regarding assignment and delegation. Clearly outlining the rights, obligations, and any restrictions on transfer helps prevent future complications.

B. Due Diligence:

Before entering into a contract, parties should conduct due diligence to understand the implications of assignment and delegation. This includes reviewing the contract terms, local laws, and potential impacts on the overall relationship.

C. Legal Assistance:

In complex contractual arrangements, seeking legal advice is crucial. Attorneys can provide guidance on the specific laws governing assignments and delegations in the relevant jurisdiction and help draft contracts that align with the parties’ intentions.

Conclusion:

Understanding assignment and delegation in contracts is paramount for anyone engaged in contractual relationships, be it in business or personal matters. By grasping the intricacies of these concepts, parties can navigate the legal landscape with confidence, fostering transparent and mutually beneficial agreements. As contracts continue to shape our interactions, a solid understanding of assignment and delegation remains an essential tool for individuals and businesses alike.

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Definition of delegation

Did you know.

What Is a delegation ?

The task of a delegation—each member of which can be called a delegate —is to represent a larger group, often at a conference. Thus, a delegation of nondoctors to a medical convention may want to make sure the rights and needs of patients aren't ignored, just as a delegation of laypeople may attend a religious conference to express the concerns of other laypeople.

Examples of delegation in a Sentence

These examples are programmatically compiled from various online sources to illustrate current usage of the word 'delegation.' Any opinions expressed in the examples do not represent those of Merriam-Webster or its editors. Send us feedback about these examples.

Word History

see delegate entry 1

1555, in the meaning defined at sense 1

Phrases Containing delegation

• congressional delegation

Articles Related to delegation

Where Does the Word 'Delegate' Come...

Where Does the Word 'Delegate' Come From?

From 'ambassador' to 'a representative to a convention or conference'

Dictionary Entries Near delegation

Cite this entry.

“Delegation.” Merriam-Webster.com Dictionary , Merriam-Webster, https://www.merriam-webster.com/dictionary/delegation. Accessed 12 Apr. 2024.

Kids Definition

Kids definition of delegation, legal definition, legal definition of delegation, more from merriam-webster on delegation.

Nglish: Translation of delegation for Spanish Speakers

Britannica English: Translation of delegation for Arabic Speakers

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6 Rules of Effective Delegation of Tasks and Authority

Are you the best guy or gal for the job?

I’m sure you’re qualified. But for the overall outcome, would it be best if you’re the one doing a certain task?

Successful delegation allows for more work to be done better, empowers others, and helps you maintain a healthy work-life balance .

Unsuccessful delegation leads to lots of rework, broken trust, and losses.

The ability to delegate is especially important for project managers, business owners, and other people in leadership positions.

But it’s a great skill to have in general. Trying to do everything by yourself puts you at great risk of burnout .

How do you transfer important tasks to others and be sure you won’t regret it?

photo by @sora-shimazaki on Pexels

When should I delegate tasks?

I’m looking at the delegation issue from a broader perspective of personal and professional development: which tasks to prioritize, which ones to transfer, and which ones to get rid of entirely by improving your processes.

Signs that some tasks need to be removed from your agenda:

• At your current level, the task doesn’t provide a new challenge. Your expertise would be better used elsewhere. But for someone else, it’s a growth opportunity.
• You’re bogged down with minute details and don’t spend enough time working on a strategic, bigger picture.
• If you’re feeling burned out , it most likely means that you have too much on your plate and need to reevaluate and reprioritize.

Related : How setting strong boundaries prevents being overwhelmed .

Delegation vs. Assignment: a matter of consent and capability

Let’s take a moment to consider what delegation is. Contrasting it to related terms will help with adopting a conscious approach and laying out the groundwork for successful delegation under different circumstances.

Delegation means entrusting a task, authorizing another person to do something on your behalf.

In legal terms, both assignment and delegation mean transferring responsibility and accountability.

The key difference is consent . In an assignment, consent isn’t necessary. With delegation, however, the person must explicitly accept the authority and responsibility.

Delegation vs. Burdening

Burdening means giving or picking assignments without regard to the current capacity of time, skills, or resources. Burdening causes distress.

If you feel self-conscious about burdening someone by transferring your tasks to them, use open communication.

Get the other person’s honest estimate on whether they’re capable of doing the task in question and their explicit consent to do it.

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Delegating as a leader.

From a CEO of an international corporation to a parent sharing household chores with a child, effective prioritization and delegation are important for everyone to have.

But delegation is especially crucial for those who manage and lead others.

Let’s review two personas that might be struggling with delegation: a manager and a business owner. Perhaps they don’t describe you, but look through the descriptions and see which situation resonates with you the most.

Managers: delegating tasks to team members

Persona: A professional turned manager . Great at doing something as a professional and were promoted to lead the team. Not used to performing the balancing act of managing other people.

In this scenario, the team was formed without the manager’s direct input.

The manager has to play to the strengths of the team members – ideally, empowering them and making them even stronger.

Related : Can I become an excellent project manager?

Small business owners: delegating work to employees

Persona: An owner of a growing business . In the beginning, when things were slower, they were doing most of the operations, but now that the business has picked the pace, their plate is more than full.

In this scenario, the hiring decisions are fully in the hands of the business owner.

At this point, it’s more of a question of choosing people who have the right skills and the approach that aligns with the business owner’s vision.

It’s a good practice to document your processes – will bring clarity about what can be streamlined and improved and in which areas you can delegate. Documentation will help with the smooth transition of the tasks.

The rest of the article will be geared towards people in managerial roles – or, more generally, those who don’t have the full freedom to define the set of people they deal with and have to make the most out of the current situation.

But many of the points, especially those related to trust and communication, will be relevant to business owners as well.

photo by @shkrabaanthony on Pexels

Challenges and obstacles to delegation

Whatever your role or position is, you might find it hard to delegate due to the following challenges:

• Perfectionism . It either has to be done well or not done at all. Are their skills on par? Will they really do it as well as you?
• Lack of trust . Similar to perfectionism but with distinct suspicion towards others. Fear of being let down.
• No time to spare . There’s no time to explain or wait for someone less experienced to do the task. If it happens regularly, you might’ve fallen into the urgency trap.
• Fuzzy prioritization . You’d love to delegate the mid-level tasks and focus on the most important ones, but there’s an issue: everything feels important.
• Vanity, clinging to authority . Desire to be indispensable. Not wanting to admit that someone might do the task just as well – or even better – than you.
• Feeling self-conscious . Not wanting to burden others. Feeling guilty for pushing tasks onto someone else.
• No recognition . If you’re not busy doing a task, you might not be as recognized and rewarded, even though you successfully exerted your management skills and the work was done well in the end.

Overcoming the obstacles to effective delegation

The challenges described above are mostly stemming from personal perception and mindset. To counter them, try the following:

• Develop an Agile, flexible mindset . It’ll help with embracing failures to learn and grow faster.
• Shift your focus to the big picture and long-term prioritization.
• Establishing solid boundaries will help see and respect others’ boundaries as well. You’ll have a better idea of when and whom to delegate to and won’t feel the urge to micromanage.
• If you need external recognition, analyze why – and if – it really matters, and see how to reach your goals without obvious support.

photo by @shvetsa on Pexels

Rules of effective delegation of authority

Follow a few principles to ensure that the result is up to your expectations and that the overall experience is positive for both you and the person you delegate to.

As you might notice, great communication is the underlying theme in nearly all of those points.

1. Make sure you’re on the same page.

If they don’t ask any clarifying questions about the task, it either means they got everything right away or aren’t even sure what to ask.

Asking: “Do you have any questions?” won’t help them come up with specifics.

To ensure their plan aligns with your intent, I suggest asking questions like:

• What will be your first step?
• What issues do you think you’ll encounter?

2. Set up the system for check-ins and reporting.

You wouldn’t want to micromanage them – it’s annoying, kills the drive for autonomy, and defies the purpose of delegation.

But you need to be aware of the progress and hold them accountable. Instead of nudging them for updates, agree on where you could see the updates on their progress.

It could be done, for example, via regular email summary updates or a Kanban board where you could check the status of the tasks.

3. Establish the completion criteria.

What does “done” mean? What is “well done”?

Define the timelines and other key criteria and constraints that would mean a task is completed successfully.

It’s up to them how to fulfill the gap between the intent and the completed task.

As long as a result is aligned with your intent and meets the completion criteria, be open to new ways of solving tasks.

photo by @ron-lach on Pexels

4. Set up the safe zone for failure.

Once you delegated the task, you would want people to do it autonomously and solve small issues they encounter on their own.

But if people are concerned that they’ll be scolded or even fired for making a wrong move, they’ll shy off taking initiative and will either double-check with you often or avoid certain steps altogether.

Let them know that failure is fine, to a certain extent.

Establish a certain amount of resources (time, funds) they could “gamble” without asking you to see if their ideas work out.

Failure could also occur if the person overestimated themselves when taking the task and got overwhelmed. They might be afraid of losing your trust and respect.

It should be safe to admit issues and request help. The earlier a critical issue is revealed, the better.

5. Give feedback and be available.

When you receive reports or check how the tasks are going, provide feedback.

If things go well, we tend to take it for granted. Highlight the points that you like and point out the things that could be improved. Share your experience, tips and resources.

There should also be a channel of communication where they could expect you to get back to them reasonably fast – like a dedicated Slack channel, or even calling you on the phone.

It should be used sparingly and within the work boundaries , of course. But they should be safe in the knowledge that they could contact you in case of emergency, or if there’s a decision they aren’t authorized to make.

6. Give credit where it’s due.

If their contribution led to the success of the project you’re managing, company revenue increase, or some other kind of positive change – acknowledge it both to them and to the people you report to.

It’s inspiring when your efforts are recognized, so the people you delegated to will be more likely to cooperate with you in the future.

Openly acknowledging others’ achievements is a sign of the strength of character. It won’t diminish you as a leader – it’ll only make people respect you more.

Making the most out of delegation

As you delegate the tasks and responsibilities, consider what you’ll do instead. You might choose to:

• Think about the long-term strategy and take steps to implement it.
• Improve your skills and focus on professional development, and maybe also participate in self-growth challenges for personal development .
• Just have some rest and decompress.

Whatever it is, it has to be a conscious decision. Don’t just let the other tasks expand and take up the time you freed up.

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12.6: Assignment, Delegation, and Third Party Beneficiaries

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Contracts are by law assignable and delegable. This means that the rights conveyed by the contract may be transferred to another party by assignment , unless an express restriction on assignment exists within the contract, or unless an assignment violates public policy. Likewise, the duties imposed on a party may be transferred to another party by delegation , unless the contract expressly restricts delegation, there is a substantial interest in personal performance by the original party to the contract, or if delegation would violate public policy.

As a general rule, a party may assign contract rights without the consent of the other party. This is common in the construction industry where a general contractor may assign rights and delegate duties to subcontractors for specific work that needs to be performed under the main contract. For example, the general contractor may delegate the duty to perform electrical work to an electrician, as well as assign the right to be paid for the work performed.

In delegation and assignment, the original contracting party is not “off the hook” if it transfers its duties or rights to another party. For instance, a subtenant assumed the rights and duties imposed on the original tenant in a lease. If the subletting tenant does not pay the rent, the original tenant is still liable.

The way to excuse oneself from legal liability under a contract is through novation. Novation is essentially a new contract that transfers all rights and duties to a new party to the contract and releases the previous party from any further obligation. It is the procedure in which one party is dismissed completely from the contract because a third party is substituted. In this situation, the dismissed party no longer has any liability under the original contract. To be effective, all parties must agree to the novation.

Third Party Beneficiaries

Assignment and delegation under a contract should not be confused with rights of third party beneficiaries. A third party beneficiary is someone who is not a party to the contract but stands to benefit from it. Life insurance policies are a classic example of contracts with third party beneficiaries. The insurance company and the insured are parties to the contract. But the person who receives payment upon the death of the insured is the third party beneficiary.

Third party beneficiaries can either be intended or incidental. An intended beneficiary is someone who the parties intend to receive the benefit of the contract. For example, the named beneficiary of a life insurance policy. The beneficiary does not need to know about the contract to have his or her rights vest.

An incidental beneficiary is someone who benefits from a contract but was not intended by the parties to benefit. For example, if a business pays for a professional to landscape its property, the neighbors are incidental beneficiaries to the landscaping contract. They benefit from the improved appearance and property values, but the business did not enter the contract with an intent to benefit them. Incidental beneficiaries do not have a legally enforceable interest in the contract.

Legal Dictionary

The Law Dictionary for Everyone

A person or entity that signs over or transfers their rights to any property or asset to another person or entity. A concept commonly used in contract law , an individual or entity has the right of assignment, which entails one party (the “assigner”) transferring the rights or benefits of a contract to another party (the “assignee”). To explore this concept, consider the following assignor definition.

Definition of Assign

• One who transfers assets or property to another

13th century  Middle English assigner

Assignment of Contract

U.S. law allows most contracts to be assigned, and most duties under a contract may be delegated, unless there is some special character of the duty. In a situation in which a party to a contract does not want the contract to be assignable, specific language must be put into the contract to that effect. An assignment of contract transfers only the rights or benefits of the contract, the obligations remaining with the original party, the “assignor.” Additionally, no assignment of contract can affect the other, non-assigning party to the contract or reduce his benefits from the contract.

Example of Assignment of Contract

Sally enters into a contract with Tom, the owner of Stay-Fresh Diaper Service, to have clean cloth diapers delivered to her house twice a week. Tom assigns the contract (and thus the weekly income) to another diaper service, notifying Sally of the change. Sally continues to receive regular diaper deliveries, and her contract is now with the new service.

Assignment of a contract does not necessarily relieve the assignor of his duties or liability under the contract. For example, if the new diaper service in the example above failed to deliver clean diapers as scheduled, or otherwise fails to uphold the provisions of the contract, Tom may be held liable to fulfill the terms of the agreement.

Consent to Assignment

In the case of a contract permitted to be assigned by law, the assignor is not required to consult or seek the permission of the other party to the contract, so long as the assignment has no material effect on that party. A contract may include a clause prohibiting assignment such as:

This agreement may not be assigned to any other person or entity without the express prior written consent of the other party or its successor in interest.

No party to this agreement may assign any responsibility , right, or interest arising out of this agreement, in whole or in part, without the express prior written consent of the other party or its successor in interest.

These provisions may also include the phrase “consent to assignment of this agreement may not be unreasonably or unduly withheld.” Any party seeking consent to assign their rights under a contract should document the agreement in writing, with all parties to the original contract signing.

Assignment Agreement

While it is necessary to put an assignment agreement in writing, no specific language is required to make it legally binding. There should, however, be certain elements, including a clear statement identifying the contractual rights and benefits being transferred to the assignee, a specific statement of the benefit of the assignment to the assignor, and the effective date. An assignment must occur in the present, as a promise to assign contractual benefits at a later date generally has no legal effect. An exception may be made when a prior economic relationship between the assignor and assignee exists, and the promise of such assignment induced the assignee to enter into another agreement.

For example, Mary would like to borrow $1,000 from Sam. She expects to make an agreement, in 2 months, to sell her antique piano for $1,500 to her neighbor. Mary promises to assign the entire amount from the sale of the piano to Sam if he loans her the money now. Sam is enticed into taking the assignment of a future contract by the prospect of profiting 50 percent on the deal.

In certain situations a unique relationship between the parties to a contract exists making it impossible to assign the contract without changing the responsibilities under, or benefits from, the terms of the contract. For example, Sam and Emma hired a band to play at their engagement party. The band could not take the couple’s money, then assign the gig to another band because Sam and Emma hired that specific band to entertain their guests. This is more accurately called “delegation,” as the band might seek to delegate their responsibilities under the contract.

The counterpart to assignment, delegation involves assignment of a party’s duties, responsibilities, or liabilities under a contract, rather than rights. A clause in the contract barring assignment may also contain language barring delegation. For example, “Neither party may assign or delegate its rights or obligations under this agreement.” To allow assignment or delegation with the approval of the other party, adding the phrase “without the express prior written consent of the other party” enables such a transaction.

Related Legal Terms and Issues

• Contract – an agreement between two or more parties in which a promise is made to do or provide something in return for a valuable benefit.
• Consent – to approve, permit, or agree

§ 2-210. Delegation of Performance; Assignment of Rights.

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(1) A party may perform his duty through a delegate unless otherwise agreed or unless the other party has a substantial interest in having his original promisor perform or control the acts required by the contract . No delegation of performance relieves the party delegating of any duty to perform or any liability for breach.

(2) Unless otherwise agreed all rights of either seller or buyer can be assigned except where the assignment would materially change the duty of the other party, or increase materially the burden or risk imposed on him by his contract , or impair materially his chance of obtaining return performance. A right to damages for breach of the whole contract or a right arising out of the assignor's due performance of his entire obligation can be assigned despite agreement otherwise.

(3)Unless the circumstances indicate the contrary a prohibition of assignment of "the contract" is to be construed as barring only the delegation to the assignee of the assignor's performance.

(4) An assignment of "the contract" or of "all my rights under the contract" or an assignment in similar general terms is an assignment of rights and unless the language or the circumstances (as in an assignment for security) indicate the contrary, it is a delegation of performance of the duties of the assignor and its acceptance by the assignee constitutes a promise by him to perform those duties. This promise is enforceable by either the assignor or the other party to the original contract .

(5) The other party may treat any assignment which delegates performance as creating reasonable grounds for insecurity and may without prejudice to his rights against the assignor demand assurances from the assignee (Section 2-609 ).

The Difference Between Cession Delegation and Assignment

HOME / The Difference Between Cession Delegation and Assignment

We’ve all heard the expressions before: someone is going to cede something to someone else. A supervisor or someone of that position is constantly delegating tasks to someone below themselves, or someone is being given an assignment that requires completion. All of these refer to some kind of a right, or obligation being given to another person. What are each of these and what is it that they do or mean?

The principles of Cession were very well set out by the South African Appellate Division in 1983 during the case of Johnson v Incorporated General Insurance Ltd in which it was held that cession in modern law is an act of transfer: it enables the transfer of a right to take place which is accomplished by way of an agreement to transfer the right. It is entered into between a Cedent and a Cessionary, which arises from a lawful cause in which a Cedent intends to transfer its right to a claim to a Cessionary who intends to become the holder of the right. The Cessionary is then further entitled to cede that right to someone should they choose to do so. This means that any right that Cedent once had is given to the Cessionary who becomes the owner of the right and a Cedent would no longer have any claim to that right.

A very simple example would be the following; lets say that X renders services to Y for an amount of R100. Z owes Y R100 because they lost a bet with one another. In order to make things simple, Y could cede his right to receive payment from Z to X, and X could therefore claim the R100 from Z directly. This has the effect of putting a new creditor into the shoes of the old creditor. However, let’s say that Z does not pay X, and court proceedings ensue. X would no longer be able to claim from Y as Y ceded his right to the R100 from Z to X. Y therefore no longer has the capacity to sue or be sued for that amount, his role would be no more than that of a witness who may testify to that effect.

Delegation, put simply, is the act of giving another person the responsibility of carrying out a performance that you contracted into. Therefore, in the commission of delegation there are 3 persons involved; The delegator (this is the person who actually incurred the obligation to perform), the delegate (this is the person to whom the responsibility of performing the obligation has been given), and finally the person to whom the obligation is due to, this person is known as the obligee.

A very practical example would be the following; A contacts B who owns a well known swimming pool company. A explains to B that his pool is terribly dirty and would like for B to arrange for his pool to be cleaned. B, after obtaining consent from A, then sends an employee, C, to go and clean the swimming pool. The contract was entered into between A and B, however the actual task of fulfilling the obligation was done by C. Should anything go wrong however, for example C accidentally broke the pool light while sweeping; B (as the delegator) would be held liable and accountable by A for any damage caused by C in carrying out what he had been delegated to do.

Assignment is a process which denotes a transfer of both rights and obligations. Christie, in the book The Law of Contract in South Africa, 4th Edition, 2001, describes assignment as the following; “Stepping into another’s shoes involves acquiring his rights , which can be done by cession without the debtors consent, and undertaking his obligations, which can be done by delegation with the creditors consent. Since the lesser is included in the greater it follows that the whole process of substitution cannot take place without the consent of the other Party to the contract.” It therefore combines both cession and delegation.

An example of assignment could be this. You sought out a new business venture and as a result of this you bought a company. This company came with numerous clients and employees. With assignment having taken place, you carry all the rights and responsibilities of an employer as the previous employer has now fallen away.

In the most basic way possible, Cession, Delegation and Assignment could be explained like this;

Cession is the transfer of a right from one person to another, delegation is the transfer of an obligation or duty from one person to another and assignment is a combination of the two.

Duncan O’Connor

Candidate Attorney

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