I find that delegation is a bit of a snake! It constantly raises its head with junior staff complaining that “no one delegates things to me” and senior staff complaining there “is no one” to delegate to.

In reality, delegation is a matter of trust. It’s easy to observe how one person is a magnet for delegated tasks, while another is shunned. Why? As I see it there are some obvious features, for example:

The first person exudes trust

• I can trust them to do the job

• I can trust them to ask me if they don’t understand

• I can trust them to find better ways to resolve things

• Most importantly I can trust them to work with me “as a team” to ensure an outcome that is as good or better than I need

The person who is shunned exudes distrust

• I cannot rely on them to deliver on time or to standard

• I cannot trust them to ask if they don’t understand or to follow instructions

• I do not have trust in their ability to work with me as a team

For delegation to work though, everyone needs to understand this two-way dynamic. If you are an employee wanting to have the freedom to create, be delegated higher tasks and greater responsibility you can foster trust by:

• Being reliable

• Becoming a committed team player (especially by communicating often, both up and down stream), and by

• Checking in early, and often – asking for clarity and alignment when unsure

If you are a leader wanting to delegate better – be sure to take time to explain your needs, inspire people with the goals you want to reach, and be very clear on the outcomes and processes that are important.

The symbiotic partners of delegation and trust take wisdom to master. The reward is personal and business growth, which makes this journey one well worth investing in.