Delegation. It's a hard thing to learn how to do. How hard was it for you to delegate tasks as a growing leader and what made it easier?

ENS Private RallyPoint Member — Sun, 27 Nov 2016 15:04:53 -0500

As a lower ranking service member, you rarely delegate tasks. Instead you focus on your task or your mission and do what needs to be done. Teamwork does play a role in some things, however most of the time, you yourself are involved in the work effort.

Leadership is responsible for delegating and assigning work details and tasking. How did they learn how to do this? How did they get over this challenge? How hard was this transition and what made it easier to adjust to?

Response by SFC Private RallyPoint Member made Nov 27 at 2016 3:19 PM

SFC Private RallyPoint Member — Sun, 27 Nov 2016 15:19:37 -0500

For me, the hardest part about delegation is making sure the work is being completed without having to constantly check on them and acting professionally enough when it isn't because they were just ''lolli gaggin.''

Response by SGT Private RallyPoint Member made Nov 27 at 2016 3:22 PM

SGT Private RallyPoint Member — Sun, 27 Nov 2016 15:22:22 -0500

Its a combination of knowing who is capable of completing or figuring out how to complete a task, knowing how to motivate others, assuring them you will provide assistance (not hand-holding) if they have issues, and ensuring they understand your vision. Its not easy. Everyone is motivated differently.

In school, its usually about the coveted grade. In the military, it can be about that NCOER/OER bullet, opportunity for an award, career progression, and professional development.

Sometimes, its better to do it with them, learn with them. Others, you can simply give them the task, left and right boundaries, and its a set-and-forget until they speak "task complete".

Gotta learn your guys.

Response by SGT John Wesley made Nov 27 at 2016 3:40 PM

SGT John Wesley — Sun, 27 Nov 2016 15:40:07 -0500

It came with experience. Recognizing each subordinates talents and using them correctly. Giving them the task and trying not to micromanage them is the hardest part.

Response by MCPO Roger Collins made Nov 27 at 2016 5:22 PM

MCPO Roger Collins — Sun, 27 Nov 2016 17:22:16 -0500

A point often forgotten,

You can delegate authority, but you cannot delegate responsibility. Byron Dorgan

Response by SFC George Smith made Nov 27 at 2016 5:38 PM

SFC George Smith — Sun, 27 Nov 2016 17:38:15 -0500

"You Can Delegate Authority... But you can not Delegate Responsibility"...

Response by SPC George Rudenko made Nov 27 at 2016 5:48 PM

SPC George Rudenko — Sun, 27 Nov 2016 17:48:21 -0500

Coming from DHS, delegation is near impossible for first line supervisors. Leadership training is lacking and mentoring is near invisible. How does this compare to military bureaucracy?

Response by SSG Jeremy Sharp made Nov 27 at 2016 5:56 PM

SSG Jeremy Sharp — Sun, 27 Nov 2016 17:56:15 -0500

While delegation can be difficult for some, I found that creating reasonable expectations for subordinate leaders allowed them to develop their leadership skills and ensured that they paid due diligence in completing their assigned tasks adequately and in a timely manner. I had faith in my people and we were successful because they sought responsibility and acted responsibly (these are two very different things). Their success mirrored my success and built a two way street of trust. The strength of an entire unit, regardless of size, is always regulated by the weakest component. By developing those below me both teaching the skill and training the skill made it possible for me to delegate parts of the mission to subordinate structures with the confidence that we would all share in the success.

Response by LTC Private RallyPoint Member made Nov 27 at 2016 6:25 PM

LTC Private RallyPoint Member — Sun, 27 Nov 2016 18:25:35 -0500

Delegation is about knowing the various parts a particular task/project entails, the order/manner in which it has to come together, and the personnel with which one works. Knowing the first two provides the basis for breaking down an activity across multiple people. Knowing the last helps you know how much time to allot, coaching to plan, deadlines/status checks to require, etc.

People always can be trained -- it's our job as leaders to help get them there.

Response by MCPO Private RallyPoint Member made Nov 27 at 2016 8:00 PM

MCPO Private RallyPoint Member — Sun, 27 Nov 2016 20:00:03 -0500

In my career, I was both cursed and blessed as a junior enlisted member. First, I'd get a supervisor that was a micromanaging piece of crap that would destroy morale and make me hate life... and just as I was about to get the hell out by any means necessary, I'd get a new supervisor that was a great leader and knew how to teach, train, and lead. I learned by example how to delegate and make people feel like valuable members of a team.

It was accidental, in my case. I was just lucky enough to be in the right places at the right times with the right people - AFTER I was in the worst places with the worst examples - and once I saw what NOT to do, I learned how to do it correctly.

I actually found it very EASY to delegate... until someone abuses the trust involved, then I am personally insulted and feel so totally let down that it is difficult to act professionally.

Response by SSG Private RallyPoint Member made Nov 27 at 2016 10:12 PM

SSG Private RallyPoint Member — Sun, 27 Nov 2016 22:12:29 -0500

That is what we do as leaders. You give a guy a small task that takes a guy or 2 maybe 3 and see what they can do. Then you mentor them on how to do it better. They start doing more and more and then they are ready to take over your job and so you did yours. you want your guys to be able to step up and do your job as good as you can do it. You need to give them some tasks so they can learn to be a leader. Look at it as taking care of your guys and that is what we do as leaders take care and train our soldiers.

Response by Cpl Justin Goolsby made Nov 28 at 2016 8:42 AM

Cpl Justin Goolsby — Mon, 28 Nov 2016 08:42:29 -0500

I ran my own shop for a year before I had Junior Marines under my charge. I run a tight ship, so the hardest part about delegating was trusting another Marine to perform at the same level I do.

I started it with training. I would teach the Marines how to do my jobs so I could gauge how they handled things. Gradually I would give them more and more work to see how they handled things like pressure, time constraints, project priorities, etc.

Soon enough, I was comfortable enough with their work quality that I was actually able to leave the shop in their hands and go out and grab chow or PT or other Marine things.

Response by PO1 Private RallyPoint Member made Nov 28 at 2016 8:47 AM

PO1 Private RallyPoint Member — Mon, 28 Nov 2016 08:47:43 -0500

I had to think about everyone's work ethic; which one does work on their own, together; who works better on the computer, hands-on. While working with others, you have to watch what they do so you can figure out for future tasks. Also it helps figure out how to divvy up the work load so that you aren't overloading someone who is less-experienced.

Response by SSG Gerhard S. made Nov 28 at 2016 8:57 AM

SSG Gerhard S. — Mon, 28 Nov 2016 08:57:40 -0500

The key to delegation is in developing, and understanding the capabilities and competencies of those to which one delegates.

Response by CPO Bill Penrod made Nov 29 at 2016 10:42 AM

CPO Bill Penrod — Tue, 29 Nov 2016 10:42:08 -0500

Not sure if it still happens in today's Navy but the deck force had leading seamen (E-3). The leading seamen handed out daily duty assignments for his charges. Some of the leading seamen refused promotions because they loved the position they had. With high tenure his position is probably seen its day.