delegerer

Delegering is the act of assigning responsibility and decision-making authority for tasks to another person, while the ultimate accountability remains with the delegator. The verb delegerer is used in Norwegian and Danish to describe this practice. In organizations, delegation is a fundamental leadership tool to increase capacity and develop staff.

Key elements are task, authority, and accountability. The delegator specifies what must be done, the level of decision-making power granted, and the expected results; the delegatee carries out the task and is answerable for outcomes within those defined boundaries.

When to delegate depends on task type and context. Delegate routine, well-defined tasks that match the recipient’s skills and offer development opportunities. Avoid delegating critical, confidential, or high-risk decisions, or situations requiring unique expertise or urgent, hands-on oversight.

Process: identify suitable tasks, select a capable person, define scope and authority, provide necessary resources, set clear deadlines and success criteria, convey expectations, monitor progress, and offer feedback. Close the loop with a review of results and learning.

Benefits include increased organizational efficiency, quicker decisions, and staff development. Risks involve miscommunication, scope creep, insufficient authority, and reduced control if supervision is weak. Proper alignment of goals and ongoing support mitigate these risks.

Best practices emphasize clear objectives and boundaries, documented instructions, regular check-ins, empowering appropriate decision rights, avoiding micromanagement, maintaining open channels for questions, and conducting post-delegation evaluations to capture learning and improve future delegation.