Delegating authority involves more than just asking someone or some group to do something. Think carefully in advance about what specifically needs to be done and what will be needed in order for it to be accomplished. Some of the literature on delegation recommends that a written document be produced - a group charter - to clarify the details of the work. Clarity of purpose is needed to generate energy.
What should be understood in advance?
i. The timeline (this week? this month? this year?)
ii. The resources available (paid time? secretarial support? budget for research? travel to visit other programs?)
iii.Checkpoints for reporting progress (daily? weekly? midway through?)
iv. A description of the final product. (research document? recommendation? program description? what should be included?)
v. How the final decision will be made. (by the group? by the staff? by the principal? what process will be used?)
The greatest disillusionment and energy drain comes when a group starts out thinking they know what they have been asked to do, believing that the program or idea they develop will be implemented, and at the end discover unexpected opposition and/or a decision from on high not to implement.
If a decision will also require support from parents, then your staff need to know that parent involvement will be necessary. Ditto if the district office needs to be on board. The bottom line: think carefully in advance about what you will do with the work of the individual or group doing the work. Before they begin their work, ensure they know the process for communicating their ideas and how the final decision will be made.
So bottom line: when delegating, take the time to think carefully about what needs to be done and communicate the task clearly to the people who are taking it on. Putting the charge in writing can help avoid misunderstandings and will help you clarify your own thinking.
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