Improve your delegation by clarifying your fixed and flexible views on the work

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One reason delegation can go sour is we don’t clarify our fix and flex. Indeed, you have probably never heard that term. I certainly hadn’t until encountering it in leadership coach Caroline Webb’s book Leadership Intelligence, which offers science-backed strategies for everyday managers.

She notes, as you have likely experienced when delegating, that micromanagement is counterproductive; so is, at the other extreme, the leader stepping too far back and providing no guidance.

“Research is clear that the winning approach is in the middle ground: Give people autonomy where possible and supportive guidance where needed. As well as maximizing your colleagues’ motivation and performance, this combination has been found to help them learn more over time,” she writes.

That’s where fix-flex comes in. Before any discussion of a major new assignment, you must first ask yourself where your own views on it are fixed and where they’re flexible, making sure there is enough that is flexible to sustain your colleagues’ motivation and performance. Then when delegating, be transparent about those fix-flex areas as you define the deliverables and how it is to be done.

The delegation discussion needs to delve into format, content and quality. For example, preparing for a report on customer trends, she notes you might believe a report always means a three-page memo or a 20-page deck of slides. The colleague you are delegating may view trends as a historical look while you want something more forward looking. And how much polish and depth seems appropriate? There can be many viewpoints on those various elements. Where are you fixed? Where are you flexible?

Similarly with timing. She warns about what’s known as the planning fallacy: Our brains often underestimate the amount of time a task will take. To counter that, you must avoid just thinking of shining successes and also remember the less-efficient tries at such work. And, of course, if the colleague is less experienced, more time may be required.

You should carefully consider what might slow the work down this time, and can you protect against that? What might speed it up? Are there more resources or training that can help?

Throughout, think fix-flex. Where are you fixed in what you want or need, and where are you flexible? “Your aim should be to give your colleague as much room as possible to shape the deliverable, since even a little autonomy is more motivating than none. So wherever there’s room, ask them to suggest their own ideas on format, content, quality and timing; you can polish their suggestions if needed,” she writes.

At the same time, where you have a strong and unshakeable preference, be upfront. It will be an awkward or unpleasant conversation if you ask for their thoughts when your mind is fixed. “Look for all the flex you can but be honest about what’s already fixed in your mind,” she stresses.

She suggests using these phrases:

• If you’re sure where you’re fixed and flexible: “This is where I have a clear view … and here’s where I am open to any suggestions you have.”
• If you’re not sure where you’re fixed and flexible: “I have some thoughts, but tell me first how you’d think about this, and then we’ll discuss options.”

After you’ve agreed on what they’re doing, move on to how they intend to get the work done. That could occur in the initial meeting or a later one, after they’ve had a chance to develop a tentative plan. “Tilt toward asking them to articulate their thinking first. Then, express any advice you’d like them to take on board – and be equally clear where you don’t have a fixed preference,” she says, offering these examples:

• Flex: Ask, “How are you going to handle the work?” If their thinking doesn’t seem solid on dimensions that matter to you, ask them to explain more. If still unclear, that indicates it’s worth you giving more direction.
• Fix: Set any guardrails you have in mind for how to get the word done. Maybe they want to involve other people in the work. If you have fixed views on who that should be, let them know.
• Flex: Be explicit about where you’re flexible on the approach so they can see where they have room to make their own choices. You may not have strong views on who can work with them and are happy to let them decide. Tell them explicitly.

“That last step is more powerful than you may think. As leaders, we often forget to be clear where the wiggle room is for our colleagues. But the more vocal we are in naming the areas where we truly don’t mind what they do, the more room we earn ourselves to be clear about the things we do care about without eroding people’s all-important autonomy,” she writes.

Fix-Flex has long been a backdrop to delegation, but too often in a hazy, if not confused, way. Making it clear – using the fix-flex terminology as you prepare and then discuss the delegation – may help you be more effective.

Cannonballs

• Former Rotman School of Management dean Roger Martin says SWOT analysis – probing the organization’s strengths, weaknesses, opportunities and threats – was created in the early days of strategy work when practitioners were desperate for tools. But it has become a “monstrous time-sink with little or no compensating value,” in particular because when carried out at the start of the strategy effort, without knowledge of the actual path to be taken, it generates far too many possibilities for each category. If you want to apply it, wait for after the strategy is developed and use it to test what you plan.
• Consultant Vanessa Van Edwards warns in her newsletter against starting meetings with this apology: “Sorry, I know everybody is super busy so I’ll try to make it quick.” That just tells everyone the meeting isn’t worth their time.
• Executive coach Dan Rockwell argues that the practice of “not knowing” elevates rather than diminishes leaders. His recommendation: Assume you don’t know. Ask before you tell. Get curious before getting certain.