Creating Leverage: Delegate or Deputize
As leader, your time is your scarcest resource. Given that, you should constantly be looking for be looking for ways to have a larger impact with less time invested; in other words: leverage. Setting someone else up to do work you would otherwise do is a core tool for any leader. Let's explore the two different patterns for doing this: delegate and deputize.
Delegate vs. Deputize: What's the difference?
In both cases you as leader are handing off some work to someone else to do. In both cases, you are still accountable for results. The difference comes from what is handed off.
When you delegate, you are handing off the execution of the work. Generally, there is a problem that you have thought through and decided on a solution. When you delegate you are giving your report that solution and your expectations to execute on. An example here is getting a key decision made whether to move forward on a new project. You decide that there needs to be meeting with specific stakeholders where you make and commit to a decision. You delegate the execution of preparing the agenda, finding time and scheduling the meeting to someone else on your team.
When you deputize, you are handing off the problem and giving the person some of your authority. You do not spend time thinking through the problem and how you would solve it. Instead you give the problem and expectations to your report and allow her to decide on a solution and execute it. It is helpful to come to an agreement whether you as a leader to be consulted before key decisions are made or simply informed of them after the fact. Remember: you are still accountable for the outcomes, so you need to make sure you still have visibility and controls into the process. In our previous example, you deputize your report to get the group to a decision on the new project by some date. She may schedule a decision meeting or submit a written draft for comments or any other method to achieve the goal. You have a weekly sync to check in on progress, clear blockers and provide feedback.
Which One Should I Use?
The core determining factor is your report's Task Relevant Maturity. How comfortable is she navigating the given task you are handing off?
If you are sponsoring someone, giving them an opportunity to gain visibility but operate outside of their comfort zone, it makes sense to delegate. There's no reason to assume their skill in one area will naturally transfer to another.
If you are handing off a problem to someone who has demonstrated consistent success solving those problems, you can be lower touch and extend trust to them to determine the best way of solving the problem.
This is not permanent decision. Since you are still responsible for the outcome, you should be monitoring. If your deputy is veering off course, you may need to take some of the solutioning back.
This Sounds Simple. Why Is It Hard?
Most of us get to our leadership roles by being very good at solving hard problems well. It is very tempting to think "I would do a better job than anyone tackling this problem!" That is the wrong assessment to make. The question isn't whether you would do a better job than the person you hand if off to, but rather the difference between outcomes versus what else you could spend your time on.
Remember: your time is your scarcest resource, and your success is measured by the success of your team and the teams you influence.
