Growing Talent Through Delegation

We’re all doing more with less. New programs are implemented, projects are started, and students or residents are asked to join our services. With these new opportunities, we rarely have a chance to sunset programs or projects or to determine what work is no longer needed. By developing the ability to delegate, we may be able to rearrange our priority list while enhancing leadership skills in others. Many consider delegation as being available only to managers, but residency program directors, clinical coordinators, staff pharmacists, and even residents benefit by effective delegation. Heller¹ describes delegation as “entrusting another person with a task for which the delegator remains ultimately responsible.”^(p6) Effective delegation is a self-taught activity that takes time and repetition to master. Getting started as a delegator includes understanding what to delegate, to whom, and how.

The decision about what to delegate begins with an assessment of where you are spending time. Are you doing things that can be done only by you? Can a task be done by someone else and, if so, is it something that will help another person grow and develop his or her skills? Knowing that you are ultimately responsible for the outcome, identify whether there is enough time to delegate the task. Time is needed to explain or train the task, establish a timeline with opportunities for questions and answers, and make adjustments prior to the deadline, if necessary. Finally, make sure this is a task you should delegate. For many of us who do not have direct reports, this may involve having a conversation with our manager or director to determine whether delegating the task is a supported use of our time and the time of the person receiving the task.

There are several things to consider when determining to whom a task should be delegated. Does the person have the skills and abilities to complete the task, or is there a reasonable training component to consider? Does the person have an interest in developing new skills? Is this something that the person is willing to include in his or her current workload? Will this person need help with reprioritizing work to take on the new task?

Once you have selected a person to complete the task, describe the desired outcome and identify any constraints and boundaries. Depending on the task, it may be helpful to develop a background summary for the person to use as a resource as he or she better understands the task and starts to develop a method or process for completion. Help the person focus on the outcome, rather than detailing how the work should be accomplished. Keep the lines of communication open, schedule time to assess progress, and make adjustments as necessary. As work is submitted, find the time to thoroughly review it and provide feedback.

The American Society of Health-System Pharmacists (ASHP) Pharmacy Leadership Academy module “Leadership Influence: Maximizing Yours and Influencing Others,” explored delegation. As with all Academy classes, participants include formal leaders (directors, managers, and supervisors) and aspiring leaders (clinical pharmacists, informatics pharmacists, and PGY2 residents) who bring their own spin and style to the leadership topics covered throughout the year.² Our group explored barriers to delegation, including giving up control and the fear of overburdening colleagues who were already stretched thin. We shared stories of delegation successes and lessons learned from those delegating experiences that did not go as expected. Examples of delegation that can be applied in most hospital or health-system settings include engaging front-line pharmacists and technicians to develop standard operating procedures, review policies and procedures, and assess operational problems.

Make the time to assess persons in your department: Who has offered solutions when sharing problems or situations with you or has shown an interest in taking on something new? Is there a way to share a new opportunity or project with this person that will help relieve your load while empowering him or her?

Delegation means taking true responsibility, and it inevitably means giving up some control. You can’t do it all. When you delegate, start small and build on your successes while recognizing the accomplishments of others. Your way isn’t the only way to accomplish a task. By offering the opportunity to others, you help them build their confidence and reach their potential.