Learning to be a good delegator is part of the equation of becoming a good leader. If one wants to be a successful partner, one needs to know how, when, and to whom to delegate. But there is more to delegating than just handing off work you don’t want to do.
What kind of leader do you want to be? I think those that want to lead want to be the kind that positively impact generations of professionals. Take Chip Drysdale, a former highly ranked professional tennis player in the 1960s and early ’70s and tennis commentator on ESPN (the longest serving at ESPN since its inception in 1979). He was given a tribute that aired during U.S. Open in early September. Here are some of the glowing superlatives provided by his colleagues:
- Patient
- Passionate
- Legendary
- Gracious
- Showed us how to do it
- Shared his wisdom
- Generous, kind
- Historical perspective
- Made it about the player, never about himself
- Enthusiastic, joyful
- Took me under his wing
Wow! When we think about the type of leader we want to be and how we would like to be viewed, these words certainly exemplify what we should all aspire to be. So, how do we become the type of leader with whom everyone wants to work? To become that kind of leader, that kind of partner/shareholder?
Most new partners at professional service firms require training, mentorship, leadership coaching, and time and a runway to adjust to their new role. Many new partners feel overwhelmed trying to understand where they fit into the big picture and their new responsibilities. One of the biggest challenges for new partners is learning how to embrace their new role, manage their time, and – maybe most difficult – how to delegate to others. Delegation is necessary not only for a new partner’s own development as a leader, but also necessary to the development of others in the firm. Delegation is integral to the success, and succession, of future leaders at the firm.
Learning to be a good delegator is part of the equation of becoming a good leader. If one wants to be a successful partner, one needs to know how, when, and to whom to delegate. One needs to know how to manage people, how to manage expectations, how to build and manage a team, and how to practice good mentorship.
A mistake that many make is thinking that if one removes themselves from the partnership track, this somehow allows them to embrace a different work ethic. It does not. If you work at a professional services firm, the decision to be a partner or not should have no impact on the effort you give, the relationships you create, and whether you show up every day for your colleagues and your clients. You should have an inner drive to be the most exceptional professional you can be, regardless of partnership goals.
If you do decide you want to be a leader, you accept the hard truth that being a good leader has very little to do with you, and everything to do with knowing how best to add value, and, most importantly, how to best enable the success of others. And to enable the success of others, one must delegate. Delegating does not mean just handing off work that you don’t want to do to someone else. One could define the term to delegate, as “To entrust a responsibility to another, or to appoint as one’s representative.”
These are important concepts, as being the delegator and being the delegate require an assumption of responsibility, trust, and commitment. For instance, most associates, staff, and managers who complain about new partners typically imply there is a lack of trust, assumption of responsibility, and commitment by saying the following:
- They give us work but never tell us why it’s important.
- Every request is “urgent,” or they give vague instructions and deadlines and then get frustrated when the finished product isn't what they were expecting.
- They take all the credit in client meetings or throw us under the bus if something goes wrong.
- They underestimate how long tasks will take or fail to communicate realistic deadlines.
- They either hover about with trivial details or go radio silent until the deadline.
- They have inconsistent standards: what they love on one project they hate on another.
- Feedback is either nonexistent or vague. They don’t explain what’s wrong or provide examples of what is correct or suggest how to improve.
- They assign work without context and fail to explain how the assignment fits into the overall engagement.
- I don’t feel like a respected professional.
- They keep the best work for themselves or give it to their favorites—how is anyone else ever going to learn if they don’t spread around the choice assignments?
- They can’t manage their clients’ expectations, so they say “yes” to everything without thinking about how it impacts the team.
- Projects start without proper planning, templates, or resources. We waste too much time getting started rather than on execution.
- They get defensive when questioned or when junior folks know more about certain technical areas.
- Everyone works in silos, and there’s no sense of being part of something larger.
- They keep us from interacting with the client, which limits our ability to build deeper client relationships as well as develop client management skills and a network.
On the other side of the coin, new partners also complain. These are some of the things they say about associates, staff, and managers:
- I don’t trust that the associates/managers/staff have the technical or soft skills to take this project on.
- I don’t feel comfortable that the associates/managers/staff will be as responsive as they need to be or are committed enough to see the project through completion.
- I don’t trust that they can do anything more than complete a task that is asked of them.
- They don’t ask for context; they don’t want to understand the why of what they are doing. They only think linearly.
- I want them to treat everything as if they own it.
- I already got burned, so I’m not trusting them again.
Maybe you can see how an endless cycle of frustration is taking shape: a new partner ends up doing everything themselves; they then don’t have time to do other important things; and the people reporting to them never develop the skills and confidence they require to make the partner feel comfortable enough to delegate to them in the future.
So, what do teams actually want from their leaders? Consider this list:
- Clear direction, referencing examples and strategic context.
- Continued guidance and oversight.
- That they have their back.
- Trust in their professional judgment.
- Growth opportunities and skills development.
- Recognition for their contributions.
- Consistency in standards and expectations.
- Help understanding real priorities/deadlines and identified goals.
Partners, too, have needs. Here is some of what they want from their teams:
- To view every task as an opportunity to learn something new or master a skill.
- Seek to understand the strategic relevance, context, ultimate goals, and risks beyond the task.
- Do more than the minimum of what was asked.
- Ask if you don’t understand something.
- Seek concrete examples.
- Be resourceful. First try to figure things out for yourself, asking for approval along the way.
- Diligence, cross-checking, accuracy, and quality control; no typos or grammatical errors.
- Be available and respond immediately.
- Be honest about what you can or can’t do; never over promise and under deliver.
- Never miss a deadline without ample notice, and a potential solution/workaround.
- Ask for help. It could come from other partners or colleagues.
For a new partner who is learning to delegate, this may be the hardest thing you’ve ever done. Understand that it will take time, but be proactive. Consistently seek out young associates, spend time with them, talk to them, take them out to lunch, ask them about what they most want to do and what they most want to learn. Then help them, connect them, and mentor them. You will start to identify those who you may want to work as part of your team. Think about your mentors and how they took you under their wing and taught you. Discard the bad and keep and improve upon the good. Encourage young associates to be a sounding board, but most of all find opportunities that serve their growth.
Create a Delegation Checklist
As a new leader you will have team members assigned to you. Delegating duties to this team may be difficult, especially if you have never done so before. Create a checklist to help you get started:
- Assess each person. Who is right for a particular task, matter, or client?
- Provide concise, clear instructions (verbally and in writing) and make sure that anyone could understand your instructions.
- Meet each team member where they are – i.e., match skill set to task.
- Explain the big picture of what is required and why, as well as why the piece that they have been assigned is so important and where it falls into the bigger picture.
- Explain what is gained if things are done properly, as well as the risks if done incorrectly. Explain why it is important to the client or ultimate outcome.
- Outline specific deliverables and create schedule/deadlines: what needs to be done, when, and in what format.
- Define the decision tree.
- Provide reference materials, precedents, templates, and specific examples that show staff how to do a project correctly.
- Identify key contacts from whom to gather additional info if necessary.
- Schedule agreed upon periodic check ins. It is on you to provide oversight, to schedule progress reviews, respond to questions, become aware of issues, and make sure everything is okay prior to sending anything out.
- Encourage the team to ask questions.
- Confirm understanding by asking the associate to summarize their understanding of the task.
- Follow through with interim check-ins, providing feedback, reaffirming deadlines/deliverables, etc.
- Check the final deliverables prior to release.
- Track what was successful, what was not, and the time required.
Tips for Positive Delegating
The checklist can help establish the parameters and expectations of delegating, but everyone involved wants the experience to be positive. Here are some tips to ease the experience for all:
- Praise staff when they do well, and be specific. When they underperform, show them where they erred, what could have been done better, and provide examples of the right way to do it.
- Give them access to clients. Create multiple opportunities from pitch through completion for team members to meet with clients. Be clear about their role in such meetings, even if it is just to observe.
- Don’t ever throw anyone under the bus. You must assume all responsibility with the client when something goes wrong.
- Connect them to their peers at other businesses that also serve your clients.
- Progressively give more opportunities to let team members make decisions and take ownership.
- When delegating, start with lower-stakes matters and gradually increase complexity as you gain confidence in your team members and they build confidence in working with you.
- Create frameworks. Establish standardized processes, templates, and checklists that can be repeated and that maintain quality, regardless of who is doing the work.
- From the outset, introduce key team members so the client becomes comfortable with the broader team. Identify who will be doing what work, what the value is, and what an escalation plan looks like.
- Block out time on your calendar for delegation-related activities, making time for team development, review, etc.
- Establish regular one-on-ones with team members to discuss workload, provide guidance, and answer questions. Most importantly, ask for feedback.
- Get the whole team together: if multiple folks are working on different aspects of a client’s project, everyone can share what they are doing so all can learn from one another.
Effective delegation will help you better serve your client, and will certainly make you a better leader at the firm as you directly impact the development and empowerment of future partners. It will also enable you to have more time for business development, which is also essential to your success as a partner. Give yourself at least 24 months to fully develop an appropriate system, to see results that illustrate improved professional satisfaction across your teams, improved skills and confidence, and better financial outcomes for your clients. The time you invest in others will surely help you become the kind of leader we all dream about working with and becoming ourselves one day.
Dorothy Potash is the president and co-founder of Development Dynamx in Radnor, Pa. She can be reached at dorothy@developmentdynamx.com.
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Statements of fact and opinion are the authors’ responsibility alone and do not imply an opinion on the part of the PICPA's officers or members. The information contained herein does not constitute accounting, legal, or professional advice. For actionable advice, you must engage or consult with a qualified professional.
