Two Perspectives on Delegation

Insights from Two Product Leaders

What happens when two product people join forces on a collaborative article?  They talk about delegation strategies!  Amy and Tyler share their best practices for delegating as product leaders in this article.

Product management is a team activity.  What has worked for Tyler and Amy?

You Can't Fix Everything

[AMY]

Breaking product initiatives into parts and delegating gives more people a chance to lead.  Often someone else can do the task better and faster.

[TYLER] 

In my experience as a CTO, I've learned that trying to fix everything myself is a quick path to burnout. Research backs this up, showing that leaders who micromanage end up with lower-performing teams and higher stress levels [Source]. Delegation isn't just a management tool—it's a development opportunity for your team. By breaking down initiatives and handing off parts, you enable others to take the lead, bringing fresh perspectives and often finding more efficient solutions. Remember, you hired your team for their expertise—trust them to use it.

Don't Take Back Delegation - Reframe to the Objectives

[AMY]

Have delegation regrets? Refrain from pulling back the task or falling into micromanagement.  Instead, provide guidance focused on the objectives.  Often reframing with the person handling the task is enough to get back on track.  Your team will appreciate your trust that they can achieve the goal.

[TYLER]
We've all been there—delegating a task and then feeling the urge to take it back when it's not going as planned. But pulling back work can undermine your team's confidence and erode trust. Instead, focus on reframing the task in terms of the objectives. Studies show that providing clear goals and allowing autonomy leads to higher engagement and better performance [Source]. When you feel the need to step in, pause and ask yourself if you can guide rather than take over. This approach not only respects your team's capabilities but also fosters a culture of ownership and accountability.

Help with Options and Tradeoffs

[AMY]

Keep in touch after you delegate.  You can help with resources for the task.  Be available to discuss options and tradeoffs.  Be interested and supportive of accomplishing the outcome.

[TYLER]

Once you've delegated a task, your role shifts to that of a coach. Stay involved by offering support and discussing potential options and tradeoffs. My experience has highlighted the importance of continuous feedback and support in achieving successful outcomes. You can help your team navigate challenges and make informed decisions by being available and showing interest. This doesn't mean micromanaging but rather being a resource they can rely on, which in turn builds trust and strengthens your team's problem-solving abilities.

Stick the Landing When Delegating to Peers

[AMY]

Build relationships with your peers before you need to delegate to them.  When you need a peer to help on a task, be clear on the outcome and deadlines. 

Your peers might not know the priority and dependencies of the task.  Let them know about why the result is needed.  By setting your peers up for success, you can follow up and appreciate the progress. 

Tying the delegation to a shared goal works well in getting support for the delegated task.

[TYLER]

Delegating to peers can be tricky. Building strong relationships before you need to delegate is crucial. From my experience, clear communication about outcomes and deadlines is vital. Peers might not be aware of the priority and dependencies of the task. According to research, effective peer collaboration relies heavily on mutual understanding and respect [Source]. By clearly outlining the why and what of the task, you set your peers up for success. Following up and appreciating their progress ties the delegation to shared goals, fostering a cooperative environment.

Asynchronous Work and Delegation

[AMY]

Remote work and globally distributed teams mean that teams hand over tasks to each other.  Shared files are a great way to work together without scheduling a meeting. Collaborative documents and presentations work well after a quick kickoff for a project.  Sometimes asynchronous projects don't feel like delegation because each person involved provides a part based on their strengths.

[TYLER]

In our increasingly remote and globally distributed work environments, asynchronous work has become the norm. Leveraging shared files and collaborative tools can make delegation seamless, allowing team members to contribute based on their strengths without the need for constant meetings. Asynchronous collaboration can improve productivity and creativity. Setting clear expectations and providing the right tools can ensure that everyone stays on the same page, even when they're not in the same time zone.

Assume the Best

[AMY]

Encourage good intentions across your team.  Automatically assume the best intentions.  For example:

• When checking the status of a delegated task and you feel progress is slow, don't get upset

  • Check if there is a mismatch in priorities

  • Check if there are enough resources to finish

• When the delegated task is done differently from the way you would do it, don't change it

  • If the task is getting positive results then celebrate the progress

  • If something is overlooked, then explain the impact

  • If there is a mistake, then work together to resolve it

• When the task is late or poor quality, don't show your frustration

  • Reset the plan together to reduce the impact on others

  • Provide pointers about why the quality isn't enough in this case

Keeping calm and recognizing progress goes a long way in building a cohesive team that works together.

[TYLER]

Assuming positive intent is a cornerstone of effective leadership. When you check on a delegated task and notice slow progress, it's easy to jump to conclusions. However, studies suggest that leaders who assume positive intent foster more trust and openness in their teams [Source]. Instead of getting frustrated, investigate if there's a priority mismatch or resource issue. Celebrate the different ways tasks are accomplished if they achieve positive results. If mistakes happen, use them as learning opportunities rather than sources of blame. This approach not only improves team morale but also builds a culture of continuous improvement and resilience.

Conclusion - Delegation is an Art for Product Managers

Mastering the art of delegation goes beyond task management. It cultivates a culture of trust, innovation, and continuous improvement within the product team and the broader organization. By entrusting work to others based on their skills and priorities, product managers not only drive product success but also contribute to the professional growth of their team members.

Moreover, effective delegation allows product managers to focus on high-level strategy and vision, ensuring that they can steer the product in the right direction while their team executes with confidence and autonomy.

As you move forward in your product management journey, consider delegation not just as a task to be done, but as a skill to be honed. Reflect on your delegation practices, experiment with the strategies shared here, and observe the transformative impact on your team's performance and your product's success.

Remember, the true art of delegation lies not in simply handing off tasks, but in creating an environment where every team member can thrive, contribute their best, and collectively drive towards product excellence.

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Thanks to Amy for sharing her point of view on delegating in product management.  Make sure to check her out on LinkedIn or also subscribe to her newsletter.

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