Framework for Delegation – 2 – Asrar Qureshi’s Blog Post #1070
Dear Colleagues! This is Asrar Qureshi’s Blog Post #1070 for Pharma Veterans. Pharma Veterans Blogs are published by Asrar Qureshi on its dedicated site https://pharmaveterans.com. Please email to pharmaveterans2017@gmail.com for publishing your contributions here.
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| Credit: Anna Shvets |
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| Credit: Sarah Chai |
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| Credit: Sora Shimazaki |
These posts are based on an INSEAD article by Eliot Gattegno and Nadav Klein. Link at the end.
Preamble
The Delegation Framework as recommended by the authors has five stages.
1. Task-based Delegation
2. Project-based Delegation
3. Process-based Delegation
4. Goal-based Delegation
5. Clairvoyant Delegation
Project-Based Delegation
Project-based delegation goes beyond assigning individual tasks by entrusting employees with a set of related tasks or an entire project. This approach brings greater accountability, autonomy, and skill development, as employees manage multiple aspects of a project rather than just executing isolated instructions. Unlike task-based delegation, where leaders retain close control, project-based delegation requires a balance between guidance and independence, allowing employees to take ownership while still aligning with organizational goals.
Characteristics of Project-Based Delegation
• Employees handle multiple related tasks within a project rather than just individual assignments.
• Employees have some decision-making power within the project’s framework.
• Instead of step-by-step instructions, the focus is on key deliverables and deadlines.
• Managers provide guidance and feedback at key points but do not micromanage.
Advantages of Project-Based Delegation
• Employees handle a larger portion of work with less oversight, reducing bottlenecks.
• Employees develop new skills and gain a sense of ownership over their work.
• Leaders spend less time micromanaging tasks and more time on high-level decision-making.
• Projects often require cross-functional teamwork, enhancing communication and teamwork skills.
Challenges & Limitations of Project-Based Delegation
• Without clear guidance, employees may make incorrect assumptions or take the project in the wrong direction.
• Some employees may not yet have the skills to handle complex projects, requiring additional training or mentoring.
• If projects are too large or complex, employees may struggle with workload management.
• Leaders must define measurable goals, expectations, and success criteria to ensure alignment.
When to Use Project-Based Delegation
• When an employee has some experience and can handle multiple tasks independently.
• When a broader goal (rather than just individual tasks) needs to be achieved.
• When the project requires collaboration across teams or departments.
• When leaders want to prepare employees for future leadership roles.
How to Delegate Projects Effectively
Define Clear Goals & Expectations – Provide a high-level objective, key deliverables, and a timeline without micromanaging.
Break Projects into Milestones – Set checkpoints to track progress and offer guidance when needed.
Encourage Problem-Solving – Allow employees to make decisions while being available for support and feedback.
Provide Necessary Resources – Ensure employees have training, tools, and team support to successfully complete the project.
Review and Recognize Achievements – After project completion, provide constructive feedback and acknowledge contributions to reinforce motivation.
Project-based delegation strikes a balance between control and autonomy, making it an effective leadership tool for boosting productivity, innovation, and employee engagement. By moving beyond task-based assignments, leaders empower employees to take ownership, setting them up for greater responsibility and future leadership roles.
Next stage is process-based delegation.
Process-Based Delegation
Process-based delegation moves beyond assigning tasks or projects and focuses on entrusting employees with entire processes that are repeatable, scalable, and essential to business operations. This approach enhances efficiency by standardizing workflows, allowing employees to take full ownership of an ongoing function rather than handling isolated tasks or one-off projects. Unlike task-based delegation (where employees follow specific instructions) or project-based delegation (where they manage a temporary initiative), process-based delegation ensures employees oversee a recurring function with minimal managerial oversight.
Characteristics of Process-Based Delegation
• Ownership of an Ongoing Function – Employees are responsible for managing and optimizing an entire process, not just completing tasks.
• Defined Workflows & Standardization – The process is repeatable and structured, ensuring consistency in execution.
• Less Direct Supervision – Managers set expectations but do not micromanage since the process is designed to run smoothly.
• Continuous Improvement Focus – Employees are expected to refine and enhance the process over time for better efficiency.
Advantages of Process-Based Delegation
• Improves Efficiency & Consistency – Standardized workflows ensure faster execution with fewer errors.
• Frees Up Leadership for Strategic Initiatives – Once a process is delegated, managers can focus on high-level business growth.
• Enhances Employee Expertise & Career Growth – Employees become process owners, developing deep expertise in their function.
• Supports Business Scalability – Well-delegated processes help businesses scale operations efficiently without constant managerial involvement.
Challenges & Limitations of Process-Based Delegation
Initial Time Investment in Training & Setup – Setting up clear guidelines, SOPs (Standard Operating Procedures), and automation tools takes time.
Risk of Process Becoming Outdated – Without periodic review, delegated processes can become inefficient or redundant over time.
Requires Employee Accountability & Problem-Solving Skills – Employees must be proactive in handling process issues without constant supervision.
Potential Resistance to Change – Employees may be reluctant to take full ownership if they’re used to working within a task-based mindset.
When to Use Process-Based Delegation
• When a function is repeatable and requires consistent execution.
• When an employee has the skills and autonomy to take full ownership.
• When a company wants to standardize operations and improve efficiency.
• When managers need to free themselves from routine operational oversight.
How to Delegate Processes Effectively
Define the Process Clearly – Document SOPs, key responsibilities, success metrics, and escalation points.
Provide Training & Resources – Ensure employees have the necessary skills and tools to manage the process independently.
Encourage Process Optimization – Employees should be empowered to refine and improve workflows over time, not just push the existing processes.
Monitor Performance via KPIs – Establish key performance indicators (KPIs) to measure efficiency and success.
Allow for Regular Feedback Loops – Employees should have a channel to report challenges and suggest improvements.
Sum Up
Process-based delegation reduces managerial workload, increases efficiency, and empowers employees to take ownership of critical business functions. When implemented correctly, it allows businesses to scale sustainably while fostering a culture of responsibility and continuous improvement.
Concluded.
Disclaimers: Pictures in these blogs are taken from free resources at Pexels, Pixabay, Unsplash, and Google. Credit is given where available. If a copyright claim is lodged, we shall remove the picture with appropriate regrets.
For most blogs, I research from several sources which are open to public. Their links are mentioned under references. There is no intent to infringe upon anyone’s copyrights. If, however, it happens unintentionally, I offer my sincere regrets.
References:
https://knowledge.insead.edu/leadership-organisations/art-delegation
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