"How do I get others to do the work when they don't report to me?" Ah, an age-old conundrum in the leadership world. The prospect can seem daunting - and occasionally impossible. But don't worry, because you're about to become a master of delegation without authority.
The Challenge of Delegation Without Authority
You might be leading a cross-functional team, or perhaps you're in an informal leadership role. Either way, the people you need to delegate to are not your direct subordinates. They don't owe you any obligation, and yet, for the success of a project or task, you need their help. It's a sticky situation, to say the least.
The challenge here is earning the commitment instead of demanding compliance. If you're unsuccessful, you may end up with a grudging team, or worse, an uncompleted task. But crack the code, and you have a harmonious work environment with a team that functions efficiently, leading to success.
Delegation is a subtle art, especially when you don't wield formal authority over the people you need to influence. The steps below are designed to guide you through this process with ease, ensuring you can delegate tasks effectively, regardless of your position. Here's how you can turn every delegation into a mini-masterclass of leadership.
Step 1: Build Rapport and Trust
The Approach: Start by cultivating genuine relationships. Get to know the strengths, weaknesses, preferences, and work styles of those you might need to delegate tasks to in the future.
What to Say: Engage in regular, non-work related conversations to build rapport. “How was your weekend?” or “I remember you mentioned you enjoy photography, did you get to capture any special moments recently?”
Psychological Principle: People are more likely to be influenced by those they like and trust.
Assumption: We're assuming you have the opportunity to build these relationships over time.
Step 2: Align with Mutual Goals
The Approach: Find out what drives your colleagues, supervisors, and clients. Align the tasks you need to delegate with their goals and interests.
What to Say: When proposing a task, link it to their goals. “I know you're passionate about [interest], and this task really aligns with that. Your expertise here would make a significant impact.”
Psychological Principle: This uses the persuasion technique of consistency. People like to be consistent with previously stated goals and interests.
Assumption: Assumes that you know or have access to information about their goals and interests.
Step 3: Articulate the Why
The Approach: Clearly communicate the purpose behind the task, its importance to the project, and how their contribution is vital.
What to Say: “This project serves [purpose], and your role is critical because [reason]. Your contribution here could really [benefit].”
Psychological Principle: Understanding the reason behind a request increases compliance.
Assumption: Assumes the task has a clear purpose that can be articulated concisely.
Step 4: Respectful Request, Not a Demand
The Approach: Frame your request as an invitation to collaborate, not a directive. Use language that sounds considerate and inclusive.
What to Say: “I'm working on [task], and I believe your input could be invaluable. Would you be able to help with this?”
Psychological Principle: People respond better to requests that respect their autonomy.
Assumption: Assumes that you are in a position to invite collaboration.
Step 5: Offer Support and Flexibility
The Approach: Make it clear you're available to support them and are open to discussing how the task can be approached.
What to Say: “I'm here to support you in any way necessary. If you have ideas on how we can approach this better, I'm all ears.”
Psychological Principle: Offering support reduces the perceived cost of compliance.
Assumption: Assumes you have the resources and time to offer support.
Step 6: Acknowledge Their Efforts
The Approach: Always show appreciation for their work and publicly acknowledge their contributions.
What to Say: “Your work on [task] really made a difference. Thank you for your dedication.”
Psychological Principle: Positive reinforcement encourages future cooperation.
Assumption: Assumes that the individual has contributed as requested.
Overcoming Doubts and Hesitations
The Concern: “What if I’m stepping on toes by asking others to do things?”
The Response: Emphasise collaboration and mutual benefit. Make it clear that you're asking for their help, not telling them what to do.
The Concern: “What if they say no?”
The Response: Always have a backup plan. Respect their decision and ask for feedback or suggestions. The key is consistency. Keep demonstrating your commitment to the team's success, and over time your consistency will gain trust as they start to trust your motives and remove any suspicions they may have.
The Concern: “What if I’m not persuasive enough?”
The Response: Practice your approach with a mentor or colleague, and remember, your request is reasonable and justified.
Limiting Beliefs: You might believe that you need formal authority to influence others or fear that you'll be rejected outright.
Dealing with Limiting Beliefs: Understand that leadership isn't about titles but influence and relationships. Confidence comes with practice, so start small and build up. Remember, every leader once stood where you do now, learning to influence without authority.
The Power of Delegating Without Authority
As the legendary leadership author, John C. Maxwell once said:
"Leaders become great, not because of their power, but because of their ability to empower others."
Ultimately, delegating without authority is all about empowerment. And once you master it, not only will you have a smoother work-life, but you'll also witness a significant boost in your leadership skills, making you an effective instant leader in any environment.
