Employees and delegation. Why are orders not being executed?

Employees and delegation. Why orders are not fulfilled Often, the delegation of an order encounters resistance from employees – such is human nature. Workers are faced with an additional task, start overt or covert sabotage, refuse to complete tasks. Or they still take the task, but violate the deadlines, obviously suffer and work carelessly. In general, with all their appearance they demonstrate dissatisfaction with the decisions of their superiors.

This attitude towards delegation is a symptom of serious problems in the organization system of the company. But there may also be specific local reasons behind the resistance.

Reason 1. Passivity, the habit of relying on the leader in everything

What to do?

Demonstrate confidence that the employee will cope with this task. This is called psychological stimulation.
Also provide additional incentives. In the early stages of using delegation, you will need to consider small rewards for the successful completion of tasks.

Seek advice. Delegation can be carried out in a consultative style, when the leader turns to the subordinate for advice and help.
Let the employee also make decisions about his task. So he will feel his task.
Ensure that the delegation mechanism is clear.

Reason 2. Fear of criticism, punishment

What to do?

Take the risk of error. Calmly accept mistakes, help correct them.
Criticize ethically. Even in case of unsatisfactory performance of the delegated task, approach the situation constructively, try together with the employee to understand the reasons for the failure, and not hit self-esteem.
Evaluate and discuss the circumstances, not the person, let him “save face.”
Look not for the guilty, but for a way to correct the error.
Plan ahead for insurance.
Inspire optimism, enthusiasm and inspiration. The positive energy of the manager is important in overcoming the fears of employees associated with delegation.

Reason 3. Lack of knowledge, skills, resources

What to do?

Along with the problem statement, don’t forget to allocate resources and necessary information.
Allocate sufficient authority to complete the task (delegating a task also means transferring a “piece” of managerial perishability and capabilities to an employee).
Match the strength of a person with the assigned task. The ideal task is interesting for the employee himself, difficult, but related to his past skills and experience, and therefore can be solved with some effort.
Plan ways and means of obtaining information, resources, knowledge (feedback, “help channels”).

Reason 4. Overwork, excess of duties and assignments

What to do?

Together with the employee, conduct a review and analysis of the work performed by him.
Redistribute employee tasks by importance and urgency; introduce new priorities to include new delegated tasks.
Pause some annual functions or even cancel them for the duration of the task.

Reason 5. No motivation, no desire to take responsibility

What to do?

Conduct an audit of the system of labor motivation. Include incentives to take responsibility and encourage quality performance of delegated tasks.

Enter the principle of recognition of the minimum contribution. Encourage the completion of even a small assignment – at least verbally.
Provide information sharing. Delegation assumes that the employee performs tasks that are not typical for him. In order for the positive experience after the assignment to be fixed, support the exchange of these experiences. For example, hold round tables for employees on the results of delegation over the past 2-3 months.
Often the lack of motivation is explained by the lack of funds and resources for solving delegated tasks, which is why they are perceived by employees as too difficult. Give the employee a balance between what he can do and what you want from him.