Use the 3 C’s to Delegate More Effectively

One client likened managing people to holding a big blob of Jello - slippery, undefined, uncontrollable and not that easy. Leaders can turn what feels like a blob of Jello into a box by defining the three C's. I'll never forget that visual because it's so unsettling. 

In executive leadership coaching, the topic of delegation often comes up. It sounds simple at first, but for a leader to take work off their plate, successfully define it, and successfully let it go takes some intentionality and emotional maturity.

Recently I spoke with a client about delegating the write-up of some procedures. The write-ups have been coming back to them and they have to decide whether to fix them or punt them back to their team member. This is an in-the-moment tradeoff between long-term and short-term gains. Long-term, this manager is better off punting it back to the team member. Short term, it would be much quicker to just make the fixes themselves.

There are ways to increase the odds that you don't have to get involved and make those long-term/short-term trade-off decisions as often.

Let's use a box metaphor to think of your leadership role. You're going to "frame up" the box and hand it to your team member. They are going to carry it and fill it.

Here are three C's to keep in mind as you delegate to your team by "framing up the box". I’ll use this client example to illustrate each section.

1. Context

   Where is the box sitting? When and how did it come to be? How does it sit in the landscape?

   My client could explain that this procedure will be an opportunity for the team member to practice their writing, and that in the past the manager would jump in to make fixes but that isn't serving this person long-term. 

2. Constraints

   How big is the box? How rigid or strong is it? Does it disintegrate or blow up after a certain time frame?

   My client should be clear about the turnaround time as they give their team member another chance to improve the write-up. 

3. Criteria

   What are the criteria for successfully working with and inside this box? What is the box's purpose?

   The team member left out important points that are a standard part of these kinds of write-ups. Can my client frame up what absolutely needs to be included every time? Maybe it's a catchy acronym for the team member to remember.  

Once you hand over the box, try to remember that your jurisdiction is the three C's - which are primarily outside of the box. Let your team member own what's inside the box.