Other than a few useful modules of my engineering degree, I’ve received very little formal management training. When I found myself plonked in the position of general manager of a small office of an industrial service provider aged 29, I took the approach that I would manage people how I’d want people to manage me. I won’t say I didn’t make any mistakes, mainly due to impatience born of immaturity, but I found the approach worked. When later I became a manager in a much larger company, I applied the same principle and, insofar as my management of my subordinates was concerned, I think it worked well. A common complaint I used to hear a lot from my former colleagues is they didn’t like the manner with which various managers handed down work. One of them, I’m not sure why, asked me how I would delegate a job to him if I were his manager. So I told him.
When I receive a piece of work someone in my team needed to carry out, the first thing I’ll do is take a good look at it myself. Is it a reasonable request? Have the other parties done their jobs, or has it come in half-arsed and my guy will spend most of his time running around trying to get information that should have been supplied to him already? What’s my first impression of the job? I’ll then identify the person in my team who I want to lead it and send him an email as follows:
“Fred, can you have a look at this sometime over the next few days when you’ve got a moment. I’ll come and see you on Friday, and we’ll have a chat about it.”
At some point before Friday I’ll wander over and see Fred and say, “did you get that email about the job?” and Fred will reply, “yeah, I’ll have a look at it after lunch.”
On Friday, I’ll sit across a table from Fred and ask him to tell me what he thinks. Is it a big job, a small job, a difficult one, and easy one, an impossible one? How long will it take? How would this fit in with his current workload? Can he squeeze it in next week or will it take a month of dedicated effort? Fred will then say something to the effect of:
“The job itself is do-able, nothing too complicated about it, but it will definitely need a site visit. And we’re going to have to have a meeting with Marine Operations because it’s not clear why they want to install that 2″ line from A to B. I’m busy with that other job now but I should be finished on Wednesday, after that I can start to pull the drawings out and have a proper look. But it really depends on when I can get offshore; once I’ve done that, I reckon it’s about two weeks’ work.”
I’m simplifying, but this gives me what I need to write an execution plan, and go back to my internal client and brief him up on when he can expect the job to get done. I also put in the request for the site visit, and let him know the job can’t properly get going until Fred’s been offshore. In my experience, the internal client is quite happy to have this discussion; half the time their requests disappear into the ether and they expend a lot of effort chasing up where they went. A little two-way communication goes a long way.
I’ve also found taking this approach means Fred is quite happy with the execution plan – which he should be given the bulk of it is his own and we practically agreed it in advance. Moreover, I’ve found engineers feel a lot more valued and respected if you give them an opportunity to propose how they want to do the job, and raise any concerns they have up front. If you don’t like something in their proposal you can argue the point with them before the work starts, so when it does you’re all in agreement. There’s nothing worse than a manager intervening with a bright idea of how things should be done once work has started, particularly if he had ample time to say what he wants beforehand.
If it’s a multi-disciplinary job and other departments are involved, I repeat the process above with each individual and at the end I send the execution plan around for each person’s review. Then I hold a kick-off meeting which normally lasts 30 mins max as everyone nods their heads and says “yeah, we discussed this already”.
Unfortunately, it seems my approach to work delegation is unusual. In my experience, and that of a fair few of my former colleagues, managers normally distribute work via an email which reads as follows:
“See attached work request, this is urgent, please arrange a kick-off meeting for tomorrow and send invitations today.”
You open the work request and find it’s a garbled pile of incomplete nonsense which makes no sense to anyone. The total effort your manager has spent on it is to click the forward button, enter your address, and write the email. At the same time, you’re already working on three other jobs which you’ve also been told are urgent. If you ask your boss about this clash of priorities he will say “you just have to manage”. So you drop everything and spend the entire afternoon trying to get the availability of people who you have no interest in talking to, at least not yet, for a meeting you don’t want to hold. Then you have to find a spare meeting room. Oh, and the manager wants a presentation with slides – lots of them. The kick-off meeting goes on for several hours as each discipline or department bickers with one another as to how the job should be done and tries to solve technical problems there and then, while your manager intervenes at frequent intervals to tell you which tasks you can start “immediately”. Such as construction. Over the course of this meeting it becomes clear the job is only urgent in the sense that a Big Boss has asked for a status report after it’s languished on someone’s desk for months. It wasn’t unusual for me to receive “urgent” requests for work for which the paperwork had taken the offshore and onshore clerks more than a year to complete. Your manager will nonetheless expect you to react as if the platform is on fire.
Insofar as the two approaches to delegating work to team members go, I think I’ll stick with mine.