Managers who delegate regularly and delegate well create a motivating work environment for their employees. But it’s not enough to simply hand off assignments and responsibilities and walk away. The manager needs to stay involved from describing the assignment clearly, to providing ongoing feedback, and finally acknowledging the work of the employee who completed the delegated task. So delegating is not a hands-off strategy or a way to off-load unpleasant tasks.

A few months ago, I had an experience as a volunteer at my daughter’s elementary school that highlighted just how motivating (or de-motivating) the delegating process can be. I volunteered to produce the second-grade classroom newsletter with another mother who has computer skills. The teacher handed over 25 paragraphs written in the inimitable style of six and seven-year olds. She gave no instructions but requested that the newsletter be completed by the following week and said, “I should just type the paragraphs as the kids wrote them.” I dutifully found a newsletter template, entered the kids’ journalistic efforts (complete with spelling, grammar and punctuation errors which were adorable), added clip art, and printed 25 copies to go home with the kids. I thought my handiwork was competent, creative, and pretty darn cute.

Imagine my surprise when the following month the newsletter was delegated to my colleague who produced an equally attractive newsletter on the same template but with 25 journalistic entries that were well-spelled, grammatically correct, and perfectly punctuated. “What’s up with that?” I wondered. When I checked with her, she informed me that the principal of the school was not at all happy with the first newsletter and requested that all future editions be corrected before printing copies for the kids.

Whether you agree or disagree with the principal’s request, the fact remains that this was a great example of how not to delegate a task! And yet, it happens all the time when managers do a poor job of delegating in the business world. So let’s parse out the delegating missteps in this common example:

Misstep: Unclear Expectations

Before passing on an assignment, lay out your expectations. If there are standards that need to be met, communicate them and explain their importance. Give your employee the opportunity to ask questions and present ideas.

Misstep: Little or No Feedback

Ask for an early check-in conversation to be sure that you answer any questions that have come up about the assignment. Offer clarification or feedback early in the process so that your employee has the opportunity to succeed at the task.

Misstep: Indirect Communication

If you are unhappy with the work of an employee, communicate those concerns directly to him or her and how they can be addressed. Never give that feedback to a co-worker or expect a co-worker to deliver your feedback.

Misstep: No Collaborative Problem Solving

When you delegate an assignment that doesn’t go as planned, continue to work with the employee. Don’t take it back or give it to another co-worker. Use the delegated task as a way to develop the employee’s skills and experience. Work jointly to improve the quality of the result. Managers who fail to do this wind up with employees who resist taking on new assignments.

Misstep: Passing the Blame

Any time you delegate, you share responsibility with the employee. Ultimately, however, you are the one accountable for the accomplishment of the task. If the outcome does not meet your boss’s expectations, then let the buck stop with you. Exposing the employee to blame will certainly reduce their motivation the next time you have a project that needs their talents.

Misstep: No Acknowledgement

Take time to sincerely acknowledge an employee’s efforts on any project. With a little thought, you can express appreciation in one or two areas. For example, did their work demonstrate creativity? Did the employee research and identify resources to use? Did they develop a useful template? Did they meet the deadline? Acknowledge those contributions.

Follow these key delegating steps and you will create the kind of motivating work environment in which employees want to take on new projects and feel good about their efforts:

1) Clarify your expectations at the outset 2) Offer feedback throughout the process 3) Communicate directly with the employee 4) Collaborate to resolve problems or issues 5) Hold on to accountability for the outcome 6) Sincerely acknowledge the employee’s efforts

Cynthia Clay is the President/CEO of NetSpeed Leadership (http://netspeedleadership.com). NetSpeed Leadership meets the learning needs of managers, supervisors, and individual contributors in small to mid-sized organizations. Our programs blend interactive instruction techniques with online reinforcement tools to extend learning beyond the classroom. With this holistic approach, our clients quickly launch programs, train participants, reinforce skills, and measure the impact. To learn more about delegating, look at Delegating Smartly, one of 23 modules in the Netspeed Leadership training system.