Stronger Together: The Art of Delegation

Delegation is a pillar of modern government and society. The act of dividing and assigning responsibilities is referred to as delegating; the formal definition of the term is to either “entrust to another” or “to appoint as one’s representative.”1 Ancient Greek democracies, which formed the foundations of many modern governments, operated using direct representatives. The Greek city of Athens required all adult male citizens to vote on new laws, and each year a group of Athenian men were chosen to serve in government roles.2 Responsibilities such as proposing and creating new laws were delegated to elected citizens to ensure they were being voted on and implemented if passed.2 Modern democracy is built on the similar system of elected representation, in which citizens vote officials into government. The expectation to advocate for the needs and interests of their constituents are then delegated to these officials. Delegation has direct applications in the U.S. health care system. Teams composed of physicians, surgeons, physician assistants, nurses, therapists, and technicians work together to deliver care to patients. Each member of a health care team has his or her own abilities, experiences, and work expectations that they bring to patient care settings, and it is crucial for them to combine and complement one another’s work to contribute to successful patient interactions and care.3 In our day-to-day lives, we sometimes feel inclined to complete tasks by ourselves or single-handedly take on responsibilities, whether it is buying groceries or meeting important deadlines at work. However, trying to do everything on our own is both mentally and physically taxing. In Greek mythology, there is a story that emphasizes the consequences of taking on a burden by oneself. Atlas was a descendant of the divine Titans who, following a war between the Titans and the Olympians, was forced to support the heavens on his shoulders for eternity as punishment by the Olympian Zeus for leading the war.4 There are different versions of this myth, and one ends with the hero Heracles constructing pillars to hold the weight of the world and thus relieving Atlas of his burden.4 The story of Atlas shows that getting help contributes to obligations being fulfilled. Similarly, delegating tasks to co-workers, friends, or family members helps people accomplish tasks that are time-consuming or require many resources. In our personal lives, delegation positively impacts relationships, streamlines household chores, and makes time for a person’s hobbies. In a school or work setting, it fosters professional collaborations and improves productivity and output. Here, we discuss the importance of delegation and technical and nontechnical strategies for delegating effectively. THE IMPORTANCE OF DELEGATION As it entails the distribution and entrustment of responsibilities to an individual or team, delegation requires reflection, planning, and strategizing. If done effectively, delegation results in improved productivity, better time management, and strengthened connections in both interpersonal and professional settings. To quantify the effectiveness of delegation: a 2014 Gallup study on the profiles of 143 chief executive officers (CEOs) of private companies showed that those who were identified as having higher delegation skills reported an average company growth rate that was 1751% higher than other CEOs over a 3-year period.5 Effective delegation in health care provision tangibly impacts treatment and patient outcomes. Responsibilities in a plastic surgery clinic, for instance, are delegated by an attending surgeon to residents, medical students, research assistants, and technicians. Delegation also plays a major role in the operating room of any hospital, where members of the surgical team work together to perform procedures and tasks are delegated to any members of the operating team at any point during a procedure.6 Such a fast-paced and intense environment requires working conditions that allow for delegation and makes team members feel acknowledged and respected when they accept and undertake responsibilities. According to a qualitative study done in a Texas hospital, factors that contribute to feelings of psychological safety in the operating room are mutual professional respect, communication, and correcting power imbalances or social hierarchies.6 Operating team members must feel safe and comfortable when speaking with other team members, whether to debrief or share information. Delegation is effective for 4 main reasons. The first is empowerment. Team members or employees feel empowered when they are given responsibilities that challenge them to apply their individual talents and contribute to bigger projects or group initiatives. This results in feelings of motivation and stronger team dynamics.7 The second is that delegation redefines professional relationships. Many workplaces have traditionally been structured hierarchically; delegating responsibilities minimizes the distance between a supervisor and a subordinate, leading to the encouragement of individual leadership.7 The third reason is that delegation motivates individuals to seek improvement. Studies have shown that employees who feel empowered in their work are more likely to accept negative feedback.7 This implies that these employees acknowledge areas for improvement and make tangible changes to improve.7 The fourth reason is efficiency. A 2014 Gallup study found that companies with delegator CEOs generated in 33% more revenue than companies with CEOs who were less likely to delegate; increased revenue also corresponded to increased job growth,5 as leaders are able to grow their businesses because of effective delegation. Delegation makes commitments and projects efficient by reducing the amount of responsibility on a single team member, and dividing tasks among the team members who are most experienced or skilled to do them also means that a project is completed faster than if 1 team member were undertaking all of it. More projects are thus taken on and completed, leading to increased productivity and work output. HOW TO DELEGATE EFFECTIVELY Albert Einstein, the renowned physicist from the late 1800s to the 1950s whose contributions to the field include the theory of relativity, is depicted in popular culture as a lone genius who worked independently to develop and test his theories.8 In fact, Einstein’s research was often a team effort, with collaboration from friends and fellow scientists. One such collaborator was Marcel Grossmann, a Swiss mathematician, who contributed to Einstein’s work to understand the role of gravity in the space-time continuum.8 It is believed that Grossmann helped Einstein understand Gauss’s theory of curved surfaces, which was necessary for the space-time model8: “You must help me, or else I’ll go crazy,” the physicist told the mathematician.8 Einstein’s goal in this instance was to develop an equation that explained space-time theory; he knew that an extensive knowledge of mathematics—specifically, geometry—was required to accomplish this; therefore, it was most efficient to work with a mathematician. Thus, he secured the help of Grossmann and delegated to him the role of contributor: Einstein used Grossmann’s notes and assistance to develop the equation. Their teamwork was successful and resulted in a joint article published in 1913 that laid the foundation for Einstein’s later gravitational field theories.8 The above example embodies decision-making processes that are applicable to virtually any task that requires delegation in any professional or personal context. Delegation requires both technical and interpersonal skills. Technical skills include setting goals and assigning roles to team members. Interpersonal skills include communicating with team members and maintaining accountability. The Harvard Business School recommends the following steps to incorporate when deciding to delegate.9 Technical Skills for Delegation Set Detailed, Feasible Goals Begin by setting a goal for a desired outcome, completing a task, or creating a product or deliverable. Then identify what needs delegation.9 Both professional and personal life goals are associated with long-term changes that are life-altering or time-consuming and expend many resources to manage. For these reasons, setting a goal feels intimidating or futile to some people. According to experts, however, breaking a goal into smaller items or steps makes it seem more feasible, and thus is more likely to lead to long-term achievement.10 Instant gratification from completing 1 step leads to completion of subsequent steps, which leads to gradual achievement of big-picture goals.10 Research shows that an intentional and specific goal is created by addressing the “five Ws”: Who is setting the goal or who is the goal for? What is the specific aim or purpose of the goal? When will there be time to work on and meet this goal? Where are resources and support needed to meet this goal going to come from? Why is this goal necessary11 (Fig. 1)?Fig. 1.: The Delegate and Elevate Questionnaire by Entrepreneurial Operating Systems.Once a goal has been established, determine what needs to be delegated.9 Identify all the components and responsibilities of the project. Being aware of your own skills and available time are important to decide how much time and work you will contribute to the project, as well as the contributions of others.9 Mark Zuckerberg, CEO of Meta, has said, “The question I ask myself almost every day is ‘Am I doing the most important thing I could be doing?’” With this mindset, he focuses time and energy on obligations that he prioritizes and is able to do, and delegates other jobs to people with more suitable skills.12 Assign responsibilities based on your team members’ individual strengths. As you develop your understanding of a project’s requirements and expectations, consider the members of your team who have experience or a skillset that aligns with particular roles and responsibilities. Also keep in mind each person’s responsibilities and how contributing to this project helps achieve their own goals.9 Accommodating your team members’ individual goals encourages them to become leaders in their own right and to take charge of their professional endeavors. This motivates them to make intentional contributions to a project that simultaneously develops skills and abilities that are applicable to their personal aspirations. Techniques for Delegation There are several techniques validated by psychology and business research that are applied when deciding what and how to delegate. Two of these techniques are using the “Delegate and Elevate Questionnaire” and the “Eisenhower matrix.” Implementation of these techniques lead to effective delegation, where team members will be more likely to enjoy their respective roles and tasks. The Delegate and Elevate Questionnaire is a visual and digital tool developed by Entrepreneurial Operating Systems.13 It is a set of quadrants that is used to categorize tasks based on personal preference and ability (Fig. 2).13 The quadrants are love/great (you love a task or role and your expertise and skillset to complete the task or take on the role is great); like/good; don’t like/good; and don’t like/not good.13 Based on your preference and perceived ability to do something, different tasks and components of a project should be assigned to align with the preferences and skills of different individuals.Fig. 2.: The Eisenhower matrix.The Eisenhower matrix is a 2-by-2 matrix used by former U.S. President Dwight Eisenhower to aid in decision-making (Fig. 3).14 It helps visualize and prioritize tasks by urgency and importance, with the idea that any tasks that are not doable yourself are delegated to your team members. The matrix runs along an x and a y axis; the x axis represents importance, and the y axis represents urgency. The quadrants of the matrix categorize tasks as low importance/high urgency; high importance/high urgency; low importance/low urgency; and high importance/low urgency.14 Historical sources claim that the matrix arose from Eisenhower’s leadership experience in both world wars and then as president of the United States from 1953 to 1961.14 After his presidency, in a speech to the World Council of Churches, he quoted a former Northwestern University president by saying, “The urgent are not important, and the important are never urgent.”14 Eisenhower used this to make his point that to find success, a person should do things that are both important and urgent first. The decision-making process that determines what meets these criteria is tabulated into the matrix.14 The Eisenhower matrix has presidential origins but is applicable to virtually any situation that requires prioritizing responsibilities and determining who in a team should do what.Fig. 3.: The 5 Ws of goal-setting.Interpersonal Skills for Delegation Communication Communication is needed for effective delegation. A historic event that highlights the necessity and benefits of these skills is the Apollo 11 Moon landing. National Aeronautics and Space Administration astronauts Neil Armstrong, Edwin Aldrin, and Michael Collins were part of a national mission to perform a physical landing on and exploration of the Moon. The 3 astronauts learned to collaborate and rely on one another to complete the mission.15 Back on the ground, Mission Control’s constant communication and ability to troubleshoot technical issues and maintain the accountability of the astronauts also contributed to the success of the mission and safety of the flight team.15,16 Although most of us may never need to figure out how to land on the Moon, interpersonal skills are a necessary nontechnical aspect of delegation. Therefore, team members should strive to communicate expectations clearly and maintain accountability to achieve success. The 3 astronauts had very different personalities and communication styles. Armstrong tended to distance himself emotionally; Aldrin was straightforward and sometimes harsh; and Collins was willing to go with the flow.15 One thing that made their communication efficient and effective was their shared goals on the lunar mission. As a leader and delegator, convey the intended goal or outcome of the project and the expectations for each team member and how responsibilities are to be divided.10 Verbal communication is important in a team setting, but so is a written record, such as an e-mail thread or collaborative document. Individuals in a team may have different preferred styles of communication, such as verbal, nonverbal, written, auditory, and visual. Successful communication typically combines any or all these forms and requires active participation from both the communicator and the recipient.17–19 Furthermore, successful verbal and written communication depends on the tone used when speaking to or e-mailing team members. It is important to convey directions or assign roles or tasks in a way that does not seem heavy-handed.18 According to Forbes magazine, adopting a tone that is both professional and friendly is the ideal approach.18 This manifests as asking about a team member’s well-being (“How are you doing today?” or “I hope you are well”); acknowledging things outside of work (talking about the weather; asking a colleague about weekend plans); and relaying information concisely but personably (“I would like you to make this contribution to the project. I think your skill and expertise are valuable, and I believe a great final product is possible with your input.”) In addition, nonverbal communication is just as impactful as its verbal counterpart when it comes to conveying information in a specific manner and tone. Nonverbal communication consists primarily of body language and visual cues. Examples include smiling; facing a person, leaning in and maintaining eye contact as they speak; and hand movements during speaking that indicate enthusiasm or emphasize certain points.17,18 According to the University of Colorado Denver, over half of any type of communication consists of nonverbal components, including body language and paralanguage (tone and volume of speech, and speed and facial expressions).20 It is therefore a crucial interpersonal skill to develop and adjust depending on who you are interacting with and how. It is also important to remember that nonverbal cues, such as taking up personal space or mannerisms may differ between cultures and require consideration. Active listening is also necessary for effective communication. Giving the communicator your undivided attention; showing your attentiveness through body language; and processing the information you are given are ways to listen, retain, and improve understanding.18 Maintaining Accountability Accountability is another foundational skill for successful delegation. The 3 astronauts on Apollo 11 had individual roles within the mission: Armstrong was commander; Aldrin was lunar module pilot; and Collins was command module pilot.15 This meant that each had skills and knowledge needed by the others to safely operate and maneuver the spacecraft. The astronauts learned to build trust, rely on each other, and maintain accountability. 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