When I first became a lab manager, I identified several areas that I wanted to address to make the work environment a better place. Some of the areas of improvement were communication, teamwork, and trust.
I put together my plan on day one, created a list of talking points, and met with the laboratory staff to discuss my vision. The one thing I did not include, nor was it even on my mind, was to delegate.
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My vision as a new manager was to support the scientists and staff so they could succeed in their jobs. I wanted to ensure they had everything they needed and remove anything that might interfere with their work. Since I was no longer working on cases, I thought that would be the best way to support them. Working in state government, and specifically a forensic toxicology laboratory, I was under the impression that delegating was not an option, nor did I want to add more to the staff workload.
After a few years, extra stress, and some self-reflection, I changed my mind. Delegating is not a bad word and is something all managers should consider taking advantage of.
Delegating: Why don’t lab managers do it more?
To better understand delegation, we first need to ask why so many managers dislike delegating. Several factors come to mind, but the top reasons are:
- It is easier to do the work yourself rather than take the time to teach
- A lack of trust in the staff to do the task, or the desire to retain power or authority
Delegation is about shifting tasks to create efficiency, timeliness, and overall results. The benefits of delegating outweigh the excuses not to do it.
When looking up the definition of delegation, you’ll most likely see the word “empowerment” used to describe it. Empowerment is a powerful tool that effective managers use to make their staff and laboratories better. When delegating, authority is given to the staff member to perform a task. The task could be one the manager usually does or one the laboratory or team needs to be complete. Numerous online articles comment on how empowering employees is a great way to strengthen job performance and job satisfaction. Delegating often requires the staff member to learn new skills, so it can also aid employee growth. Delegating a new task also helps the staff member gain a different or better perspective of the organization.
How to delegate successfully
Proper delegation requires some prior planning and organization from the manager. Though good delegation requires some initial effort, it will help managers handle their never-ending series of tasks.
To succeed in delegating, here are the initial decisions lab managers need to make:
- What can be delegated?
- Who can handle the work?
- What extra training (if any) is needed?
- Do any changes need to be made to the employee’s other duties?
- What is the timeline for the task?
- How will the work be evaluated?
One of the most critical decisions in the delegation process is selecting the right individual for the task. Since the goal of delegating is to ensure tasks are completed efficiently, it’s essential to choose someone who possesses, or has the potential to develop, key skills such as organization, time management, multitasking, and attention to detail.
Many managers may want to get rid of any task they do not like or do not want to do. I would not recommend that. When thinking of delegating as a form of empowerment, it should be a positive experience for the staff member. It is more effective to find a task that the employee is open to doing, broadens their knowledge, and helps the laboratory. If staff perceive that only the least desirable or most difficult tasks are being delegated, the results are likely to be unfavorable. Not every task is going to be exciting, but delegation should not be seen or used as a punishment.
When delegating, new responsibilities are often added to existing ones. To ensure a smooth transition, I recommend having a conversation with the individual to collaboratively plan how the delegated task will fit into their schedule. This approach transforms delegation into a team effort, giving the individual a sense of ownership and input, rather than simply receiving additional tasks assigned by the manager.
So, back to my story. When I was promoted, my previous position of assistant manager wasn’t refilled, and I quickly learned that there was a lot more to my new job than I anticipated. . Why? Because the previous manager never delegated anything significant to me. He did it all, and unfortunately, never truly prepared me for the position. All I could do then was put my head down and grind.
After about two years, I started thinking that there must be a better way. I was getting my tasks done but was missing numerous deadlines and had to make more corrections than I wanted. I started going through my tasks list and separated them into what I, as manager, had to do and what others in the laboratory could help me with. I did not want to admit I needed help, nor did I want to add more to the staff, but I was in a tight spot. I started with a few finance-related tasks and asked my front office staff if they would be willing to help. They agreed, I got them the necessary training, and they began taking care of petty cash, office supplies purchasing, and monthly billing.
Proven results
When I first started delegating, it was out of necessity. I was initially reluctant but realized I needed help and was very pleased with the results. Delegating has made the lab work more of a team effort and helps get things done quicker and with fewer mistakes. I appreciate my staff’s efforts and recognize their contributions regularly and in their yearly performance reviews.
With staff members helping me with various tasks, I have been able to focus on other duties that could not be delegated and require my full attention. It has been a win-win for all involved. About a year ago, I finally got an assistant manager. Soon after she began, I started delegating tasks to her so she could learn the job, but more importantly, understand how delegation can assist her when she becomes manager.
Delegating is an effective tool managers can use to help them accomplish what needs to be done, empower employees, and build employees’ skill sets. When done well, delegating also creates a more productive team environment in the laboratory.
Larry Sullivan will expand on this topic and provide additional practical advice on how to successfully delegate lab work during his presentation at the 2025 Lab Manager Leadership Summit in Pittsburgh, PA. To learn more and register, visit: summit.labmanager.com/leadership.
