When you decide to delegate a task to someone, that person may see it as a welcome responsibility that shows your trust in him or her, or just another job to be added to an already burdensome workload. Which it is can depend largely on how well you communicate with the person during the actual delegation conversation.

Three aspects must be communicated and agreed upon right from the start in order to set up the delegated task for success:

• WHAT the task is. Define the task clearly. While you may decide to leave the process open to their discretion, you must make clear precisely what you want the end result to be.

• WHY you are delegating it to them. You should choose the person who will do the task based on their current competency or their ability to quickly attain the necessary competency. Explain this reasoning in the initial discussion.

• WHERE the task fits in the 'big picture' of your department or the company as a whole. People resent feeling they are just being given meaningless, unimportant jobs, but even a seemingly small task CAN have impact on a larger desired result --- it's your job to help them see that.

• WHEN it must be completed. Be clear not only about the final deadline date, but any interim stage points that must be reached by specific dates. These can be tied in with interim reporting to monitor the project in progress.

• WHAT resources are available. If expenditures will be necessary, tell them what the budget is and how they can access the money. If people are available for help or support, make sure all parties are aware of this. If training is needed, explain how it can be obtained.

The first step in the delegation process is to think it through clearly yourself to be sure you have all this information at your fingertips before you meet with the person. Next, explain each of the above points clearly. Finally, through discussion, ensure that the other person has the same understanding of the process as you do.

Delegation has benefits for both parties. When managers pass on tasks they have been doing themselves, they save time. When subordinates are entrusted with meaningful tasks and responsibilities, they are empowered.

It's a win for both, and for the organization as a whole.