"I'm satisfied only when I do everything myself!"

Do you often feel this way? You're not alone. Actually, welcome to the Power Posse's beloved bugbear.

Delegation is a powerful word - so powerful that it can give executives a sinking feeling that would put the Titanic to shame. Sure, nobody likes doing all the work herself - unless the person is a chronic workaholic, or a feral masochist. But also take into consideration the 'accountability factor'. It's a vicious corporate conspiracy - your job has its responsibilities, and it translates into your appraisals. So, if somebody botches up along the way, you'll be the one to ultimately get the whip. "People largely go wrong with delegation because they may lack vision or feel insecure," says Amrut Vagal, proprietor of Clear Vision, a Mumbai-based management consultancy firm. "Learn to have confidence in the other person's abilities. Accept that teamwork is important and that you cannot function alone."

Here's how you can use your smarts to become a delegation doyenne:

Abandon The 'I Can Do It Best' Moan

If you're delusional about your prowess over others, you're not managing them right. You will stay deep rooted in a rut and keep your juniors mired in concrete. V. Shri Ganesh, CEO of CatchConsulting, a Chennai-based executive search firm, explains, "Delegation is important because it gives the person who delegates more time to do the things that she really needs to focus on as part of her role in the organisation. Also, the delegatee may be better suited to execute the work at her level in the corporate hierarchy, or because her core work function is the same as the work that is delegated."

Clarify The Task In Your Own Mind

Visualise the finished task exactly as you want it done. Often, supervisors are disappointed with the work juniors turn in because the supervisors themselves weren't clear about what they wanted. It may help to write down what you want. Once you do this, you will find that you are more comfortable articulating what you want. Amrut Vagal says, "Do an exercise called 'work measurement'. This involves mapping the process for the activity; determining the resources, support and time required for the task. Then, identify the person whose capabilities match the work measurement. Your role as a supervisor will be to provide the required resources or support to the delegatee. If this mapping is done, delegation will be effective."

Enlist Your Delegatee's Help

Now's the time to brief the delegatee about her task. It's always a good idea to have the delegatee 'capture' what you're saying. Ask her to paraphrase your instructions or have her take notes, so you can make sure you've been clear. Shri Ganesh advises, "Delegate just the right amount of work to a person. Loading the delegatee with loads of work may be counter-productive."

Don't Expect Perfectionism The First Time

If the delegatee returns work that is below your expectations, discuss the problem so you can fix it. Amrut Vagal says, "Be realistic - don't expect 100 per cent efficiency. Keep a margin of 30 per cent for errors."

If the work is acceptable, give it the green signal. Don't play volleyball - making her constantly redo the task to get as close as possible to your idea of perfection can be demoralising, frustrating, and unproductive. However, let the delegatee know what you'll be expecting the next time.

Send Explicit Written Instructions

Hey, what's e-mail for? This is especially important if the delegatee is not available for discussion, has a language barrier, or forgets easily. Written words reinforce the task and provide a ready reference for the delegatee.

Set Timelines Together

This way, both of you will know exactly when the task should be completed. It also serves as a back-up: If it is not possible for the delegatee to complete the task within the deadline, she can revert to you and renegotiate the deadline, or have you re-commission the task to someone else.

Shri Ganesh says, "Set realistic timelines for the completion of the job, as this could pressure the delegatee. At the same time, don't delegate with an open-ended time frame because it is futile - the delegatee wouldn't take the task seriously as s/he knows that the work is non-priority."

Track Tasks And Follow Up

Keep a list of delegated tasks and their due dates - preferably in a project tracking software on your computer. Following up involves agreeing on milestones. This doesn't mean you should breathe down the delegatee's neck every nanosecond. If your delegatee has a week to complete a task, check with her in three days. Asking, 'How is it going?' instead of 'Have you finished yet?' would be a good way to begin your follow-up meetings. Checking in every now and then can help you detect potential snags early. Shri Ganesh says, "Delegation does not mean abdication - you need to follow up with the delegatee at intervals. Also, avoid too much delegation because this would undermine your position."

Give Freedom

After all, it's every human being's prerogative. Allow the delegatee to do it her way. What you should care about is the result, not the method. If you give them space, your juniors will be more productive and have more self-respect. Plus, you score the brownie points!

Acknowledge Good Work

Partner with the delegatee. Praise when it is due and work on improving sub-optimal performance.