Top Ten Tips for Effective Delegation
According to the old adage, "If you want something done right, do it yourself." On the other hand, "Don't spread yourself too thin." So what is a busy person to do? Clearly, you can't do everything yourself. There's not enough time in the day, week, month, or year. In order to relieve the stress of your ever increasing workload, you decide to delegate. But delegation itself, if not done properly can actually add to the burdens of the delegator and increase the stress levels of the person being delegated to.
Consider the following guidelines when preparing to delegate:
1. Define the task you wish to delegate.
It is important to be clear and specific so that everyone in the loop knows what to expect. Also make sure the particular task is something you are permitted to delegate.
2. Decide on the level of delegation.
How much control and decision making responsibility are you passing on? Base this decision on the scope of the task, the consequences of a failure to complete the task, and the skill and ability of the person to whom you are delegating.
3. Select the individual or team.
Make sure to consider not just those within your own team, but also individuals from other teams, departments or businesses. They could be a more appropriate choice. Once you've made your selection, make sure they have time to take on the added responsibility. If not, is there some other duty they can drop in order to make room in their schedule? Don't just expect them to squeeze it in. This will add to their stress and you run the risk of achieving less than desirable results.
4. Assess capability.
A key cause of stress is our perception of our ability to cope with the demands placed on us. Be clear in your expectations. Break the task into smaller chunks. Support and encourage. Coach and train. This may require a significant investment of time initially, but the potential payoff is a more fulfilled, motivated, capable and productive staff member to whom you can delegate with confidence in the future.
5. Explain why you are delegating the task.
This can also take a bit more time at the outset, but again, it is worth it. Explaining why the task is valuable provides motivation for the team member. If they can see the value they are contributing, they're more likely to feel invested in the outcome. Also explain why you've chosen them. They will appreciate knowing some of the thought that went into your decision.
6. Identify the required results.
First ask yourself if you are clear about the result you want. Then clearly articulate this to the others involved. If you yourself are not completely clear about the results you want, write it down. It will be a useful exercise in articulating what you expect and provide guidelines for you all to work to.
7. Discuss the required resources.
Be clear about what people, equipment, locations and finances they will need to complete the task. And make sure they are all available.
8. Communicate deadlines.
Agree to the project end date. If there are multiple stages to completion, identify the deadlines for each stage. Identify review dates along the way so you can ensure that the project is staying on track.
9. Support and communicate.
Consider everyone who may be affected by this delegation, and make sure they all know where they fit in and what they're responsibilities to the project are. Don't leave this for the individual to sort out later. They might not have the authority or confidence to deal with this aspect of things.
10. Give feedback on results.
Regular, supportive, and honest feedback is necessary to keep the process moving smoothly. If targets are being met, acknowledge it. If something needs to be changed, communicate it in a way that encourages the individual to reflect and learn. Take responsibility when things go wrong. Remember that you are the one who decided to delegate the task, so it is on you if things go wrong. But make sure to recognise that successful completion is largely due to the efforts of the individual who did the work.
One of the major reasons many people don't delegate is that they just aren't willing to let go of control. But this can lead to lots of added stress for you when you find yourself unable to complete all of the tasks at hand. It can also lead to resentment from your team, because they feel micromanaged or less than valued. If done properly, delegation can work for everyone. When you follow the guidelines, you end up with more tasks successfully completed, and your staff feels valuable, well-employed, and appreciated. And that, in the end, means less stress for everybody.
Consider the following guidelines when preparing to delegate:
1. Define the task you wish to delegate.
It is important to be clear and specific so that everyone in the loop knows what to expect. Also make sure the particular task is something you are permitted to delegate.
2. Decide on the level of delegation.
How much control and decision making responsibility are you passing on? Base this decision on the scope of the task, the consequences of a failure to complete the task, and the skill and ability of the person to whom you are delegating.
3. Select the individual or team.
Make sure to consider not just those within your own team, but also individuals from other teams, departments or businesses. They could be a more appropriate choice. Once you've made your selection, make sure they have time to take on the added responsibility. If not, is there some other duty they can drop in order to make room in their schedule? Don't just expect them to squeeze it in. This will add to their stress and you run the risk of achieving less than desirable results.
4. Assess capability.
A key cause of stress is our perception of our ability to cope with the demands placed on us. Be clear in your expectations. Break the task into smaller chunks. Support and encourage. Coach and train. This may require a significant investment of time initially, but the potential payoff is a more fulfilled, motivated, capable and productive staff member to whom you can delegate with confidence in the future.
5. Explain why you are delegating the task.
This can also take a bit more time at the outset, but again, it is worth it. Explaining why the task is valuable provides motivation for the team member. If they can see the value they are contributing, they're more likely to feel invested in the outcome. Also explain why you've chosen them. They will appreciate knowing some of the thought that went into your decision.
6. Identify the required results.
First ask yourself if you are clear about the result you want. Then clearly articulate this to the others involved. If you yourself are not completely clear about the results you want, write it down. It will be a useful exercise in articulating what you expect and provide guidelines for you all to work to.
7. Discuss the required resources.
Be clear about what people, equipment, locations and finances they will need to complete the task. And make sure they are all available.
8. Communicate deadlines.
Agree to the project end date. If there are multiple stages to completion, identify the deadlines for each stage. Identify review dates along the way so you can ensure that the project is staying on track.
9. Support and communicate.
Consider everyone who may be affected by this delegation, and make sure they all know where they fit in and what they're responsibilities to the project are. Don't leave this for the individual to sort out later. They might not have the authority or confidence to deal with this aspect of things.
10. Give feedback on results.
Regular, supportive, and honest feedback is necessary to keep the process moving smoothly. If targets are being met, acknowledge it. If something needs to be changed, communicate it in a way that encourages the individual to reflect and learn. Take responsibility when things go wrong. Remember that you are the one who decided to delegate the task, so it is on you if things go wrong. But make sure to recognise that successful completion is largely due to the efforts of the individual who did the work.
One of the major reasons many people don't delegate is that they just aren't willing to let go of control. But this can lead to lots of added stress for you when you find yourself unable to complete all of the tasks at hand. It can also lead to resentment from your team, because they feel micromanaged or less than valued. If done properly, delegation can work for everyone. When you follow the guidelines, you end up with more tasks successfully completed, and your staff feels valuable, well-employed, and appreciated. And that, in the end, means less stress for everybody.
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