Delegating the assignment to the chosen coach
When you’ve chosen a coach, your next step is to delegate the task to that person. Remember that effective delegating requires good communication and a high degree of trust between the parties involved.
First, keep in mind that delegating is not a task assignment. It isn’t simply handing off to an individual some work within the duties and responsibilities of his or her position.
Delegating involves giving someone the responsibility and authority to do something that is normally part of the department head’s job.
Clearly, coaching employees to do their jobs is a head of departments responsibility, directly or indirectly.
Responsibility + Authority + Accountability
Second, delegation is not “dumping”. Take special care to ensure that the employee doesn’t think you’re trying to unload an unpleasant assignment. If delegating is not done properly, employees feel put upon and resent what they perceive as doing the boss’s work.
The third point is that delegating is not abdicating. The head of department still has the ultimate accountability for the assignment. In this case, you as the head of department may be one-step-removed from the actual coaching but through your choice of coach you are accountable if the learner does not acquire the skills and knowledge.
Delegating involves three important factors: Responsibility, authority, and accountability. When you delegate, you share responsibility and authority with others and you hold them accountable for their performance.
Responsibility refers to the assignment itself and its intended results. Sharing responsibility means setting and communicating clear expectations and performance criteria, including specific time frames and a standardized approach to the coaching process.
Authority refers to the appropriate power given to the individual, including the right to act and make decisions. In relation to this factor, it’s very important co communicate boundaries such as budgetary considerations.
Accountability refers to the delegate’s need to answer for his or her actions and decisions and to his or her ownership of the rewards or penalties that accompany those actions or decisions.