Beyond Words: Satisfying Needs When Delegating

Frequently, a question by one of my clients creates a deeper understanding for me of a leadership tactic or strategy I’m teaching.  It happened again last week when I was coaching a client on how to effectively delegate responsibilities to his team.  It involved using four separate, but interconnected communication strategies.  Together, these strategies create a formula for effective delegation developed through an understanding of the neuropsychology behind that important leadership skill. 

The question came just as I finished describing each of the four core strategies of this delegation formula, and what they do in the receiver’s brain.  My focus in the discussion was on meeting the needs of the deliverer of the message – the leader.  Here is a summary of my discussion:

1.      EXPLAIN the specifics of the delegated task and why it’s important.  This activates the receiver’s attentional system and gets them focused on the message.  Getting their full attention is foundational to effective delegation.

2.      LISTEN to the receiver’s concerns.  This activates their emotional system in a way that quells any negative emotions emerging from those concerns.  It also builds positive emotions as you acknowledge those concerns.  This gets them in the proper state of mind to adopt the delegated task.

3.      ASK questions about their concerns.  This activates the receiver’s thinking system.  Their answers will provide additional information about their concerns.  Next ask questions that prompt their input on how to address those concerns.  This gets their brain out of problem identification mode and into exploring solutions to their specific concerns.  This helps identify next steps that can be agreed upon.  This is critical to having the person committed to the delegated task.

4.      DIRECT the person to try the agreed upon next steps to take on the delegated task.  This activates the receiver’s motivational system and moves them from commitment to the delegated task into action.

After hearing this description, my client said “OK Steve, I get it. I understand your four strategies of communication, what they do in the receiver’s brain, and how they benefit me in delegating tasks.  But what needs do they address for the person I’m delegating to?  I’ve learned people do things for their reasons, not mine, so can you help me see what need of theirs is satisfied by each strategy making up the formula?” 

Wow!  My client’s question was dead on target for understanding why the communication strategies work and when to use them to meet not just the leader’s and organization’s needs, but the needs of the follower as well.   Afterall, great leadership is about helping others achieve their needs in a manner that helps the organization achieve its needs.

As I scrambled to respond to my client’s question, I realized his question was cutting right to the heart of why these strategies are so effective.  In a condensed and better thought-out form than I presented to him in the moment, here is my answer. 

1.      Explaining satisfies the receiver’s need to understand why this communication is important to the organization, the team, and most critically, to them.   My client is of course totally correct – people do things for their reasons not yours or the organization’s reasons, so make sure your explanation includes what’s in it for the receiver.     

2.      Listening and acknowledging the receiver’s concerns satisfies their need to be heard regarding those concerns.  When people’s concerns are acknowledged, their emotional system shifts from a focus on producing negative emotions to creating positive emotions.  People want to feel good about what’s being delegated to them.  Many leaders skip this step, leaving this need unsatisfied and the effectiveness of the delegation in jeopardy. 

3.      Asking questions satisfies the receivers need to have input into decisions that impact them.  Having some degree of input gives the receiver a greater sense of autonomy and gives them a sense of ownership in the decision.  Everyone wants some form of input into decisions that impact them directly.  Many leaders also bypass this step in the name of efficiency.  The reality is, until this need is satisfied the receiver will tend to resist the next steps, rendering the delegation less effective than it could have been. 

4.      Directing the receiver in next steps, when done properly, satisfies their need to have clarity on the actions they are being asked to take and the results that are being expected.  Providing direction that includes clarity around what success looks like accelerates the action and increases the chances the action will hit the mark.  Everyone wants to be successful in their efforts, so knowing what success looks like satisfies a critical need.

Employing all four of the communication strategies when delegating meets multiple needs of both the leader and the receiver.  Tapping all of those needs greatly increases the chances of achieving the intended objectives of the communication.  The next time you have a task to delegate, try them out to see the power for yourself! 

A big "thank you" to my client for helping me clarify this important component of the effective delegation process.