Learning to Delegate - Emerging Nurse Leader

By Rose O. Sherman, EdD, RN, FAAN

I recently taught a class with a group of nurse leaders, some of whom admitted that they have problems delegating. A example they gave is staff who want time off after the schedule is posted, and then ask their managers to find someone who will switch shifts with them. They shift their problem from themselves to their manager. What happens next is that it is the manager who spends time trying to cover the shift, not wanting to disappoint the staff member. The problem with this scenario is that nurse leaders have complex roles that with many performance expectations. The failure to delegate responsibilities may come at a high cost both personally and professionally. Learning to delegate in leadership is an essential skill. It is important to think through what you should and should not delegate in your role. This will vary in different organizations depending upon the level of support that you have in your role. The following is some guidance to consider:

1. Should I delegate?

What is the context of the situation and the environment – is it a critical task?
Are there confidentiality issues to consider?
Does this task provide an opportunity to grow another person’s skills?
Is this a one time task or will it recur?
What is the potential for an adverse outcome if you don’t do the task yourself and it is not done well?
What are the cognitive and technical abilities needed to perform the activity/function or task?
Does the team member have the initiative, competencies and experience to perform the task you are delegating?
What level of interaction/communication with others in the organization is needed to perform the task?

2. Information is needed to complete the task

How is the task to be accomplished?
What is the timeframe for completion?
When and what information should be reported?
What is the process for seeking clarification about what is delegated?

3. My follow-up responsibility

What level of supervision and observation needs to be provided?
What should be the frequency of monitoring to make sure the task gets done?
How will the completion of the task be verified and documented if needed ?
How will unexpected problems in completing the task be resolved?

4. Assessment of the delegation

Was the delegation successful?
Did the task get accomplished in a timely manner?
How much support and follow-up did you need to provide?
Were there learning moments and growth for the staff member?
Did you provide appropriate feedback and follow-up?
Did you give positive feedback if warranted?.

Delegation is both a science and an art. The science to delegation involves understanding what you can delegate in leadership and what you can’t. The art involves making sure that good communication takes place during the delegation process. Part of being a good leader is to develop your staff rather than demonstrating a lack of confidence in others or a need for control. In the short run, delegation may take some additional time but there are long term payoffs for leaders who don’t try to do it all themselves.