Wikipedia tells us that delegation is the assignment of authority and responsibility to another person  to carry out specific activities. However the person who delegated the work remains accountable for the outcome of the delegated work. Delegation is supposed to empower a subordinate to make decisions, i.e. it is a shift of decision-making authority from one organizational level to a lower one. Sounds good but at this point you “control freaks” are ready to slit my wrists for sharing this stuff! But, in the face of this danger, I’ve decided to keep going.

Wikipedia goes on to state that delegation, if properly done, is not abdication (ok, control freaks now say with passion”yeah right!”). The opposite of effective delegation is micromanagement, where a manager provides too much input, direction, and review of delegated work (control freaks are now thinking – “Is there any other way?”). In general, delegation is good and can save money and time, help in building skills, and motivate people. Poor delegation, on the other hand, might cause frustration, and confusion to all of the involved parties. Or, to say it another way – when done poorly, “It can be a living hell”!

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