Effective delegation (2)
How Should You Delegate? ello tribe. If you are reading this, you must be interested in human resources as a factor of production. Despite and despite AI, this is still the most critical factor of production.
We have been discussing delegation, and I believe we all agree that delegation is one of the success tools. We must now look at how best to delegate successfully. The first thing is to clearly articulate the desired outcome. Begin with the end in mind and specify the desired results.
As we stated in part one of this discussion, clearly identify constraints and boundaries. Where are the lines of authority, responsibility and accountability? Does the delegatee wait to be told what to do, ask what to do, recommend what should be done, and then act, act, and then report results immediately or initiate action, and then report periodically?
As you can see, delegation is a deliberate strategic tool. Where possible, include the delegatees in the delegation process. Empower them to decide what tasks are to be delegated to them and when.
We should always match the amount of responsibility with the amount of authority. Some responsibility can be delegated but no, however,the ultimate accountability. The buck stops with the manager.
Don’t be perturbed at the level you need to delegate. Delegate to the lowest possible organizational level. The people who are closest
Hto the task are best suited for the job because they have the most intimate knowledge of the detail of everyday work. Using them also increases workplace efficiency and helps to develop people. Don’t just delegate as though planning for failure. Provide adequate support and be available to answer questions. Ensure the project’s success through ongoing communication and monitoring as well as provision of resources and credit
Focus on results. Concern yourself with the outcome rather than detailing the project plan. Your way is not necessarily the only or even the best. Allow the person to control their methods and processes. This facilitates success and trust.
Perchance a problem occurs, don’t allow the person to shift responsibility for the task back. Ask for recommended solutions, don’t simply provide an answer.
Build motivation and commitment. Discuss how success will impact financial rewards, future opportunities, informal recognition, and other desirable consequences. Provide recognition where deserved.
Establish and maintain control. Discuss timelines and deadlines. Agree on a schedule of checkpoints at which you’ll review project progress. Make adjustments as necessary. Ensure there is a thorough review of all submitted work.
Once you have worked through the above steps, make sure you brief your team member appropriately. Take time to explain why they have been selected for the job, and the expectations during the project, the goals you have for the project, all timelines and deadlines and the resources they can draw. And agree on a schedule for checking in with progress updates. Lastly, make sure that the team member knows that you want to know if any problems occur and that you are available for any questions or guidance needed as the work progresses.
Managers should not micromanage. However, this doesn’t mean we must surrender control altogether. In delegating effectively, we have to find the sometimes-difficult balance between giving enough space for people to use their abilities to best effect while still monitoring and supporting closely enough to ensure that the job carried out correctly and effectively.
When delegated work is delivered back to you, set aside enough time to review it thoroughly. If possible, only accept good quality, fully complete work. If the results received are unsatisfactory, your team member does not learn to do the job well. Worse than this, you receive a whole new tranche of work that you will probably need to complete yourself. Not only does this overload you, it means that you don’t have the time to do your job correctly.
When the outcome is good, make sure to both recognize and reward the effort. As a leader, you should get in the practice of complimenting members of your team every time you are impressed by what they have done. This effort on your part will go a long way toward building team member’s selfconfidence and efficiency, both of which will be improved on the next delegated task. This gets a win-win situation.
Delegation can be seemly more tasking than just doing the task yourself. However, by delegating effectively, you can significantly expand the amount of work that you can deliver.
When you arrange the workload to work on the tasks that have the highest priority for you, and other people are working on meaningful and challenging assignments, you have a recipe for success.
In a nutshell, to delegate effectively, choose the right tasks to delegate, identify the right people to delegate to, and delegate in the right way. There’s a lot to this, but you’ll achieve much more effective once you’re delegating effectively.
As usual have a great weekend and be security conscious.