10.2 THE SKILLS YOU NEED TO BE A GREAT BOSS: Successful Delegation

(SHORT NOTES FROM TEAM MANAGEMENT: Delegating Effectively at http://www.mindtools.com)

 

Using the Power of Other People's Help

There is no shame in asking for assistance.  Push aside the pride and show respect for the talent others can bring to the table.  There is no such thing as a single-handed success.

When you include and acknowledge all those in your corner,

you propel yourself, your teammates and your supporters

to greater heights.

– Author Unknown

There’s only a limited amount that you can do if you work on your own.  You can only work so many hours in a day.  There are only so many tasks you can complete in these hours.  This can lead to a real sense of pressure and work overload.  You can't do everything that everyone wants.

One of the most common ways of overcoming this limitation is to learn how to delegate work to other people.  If this is done well, you can quickly build a strong and successful team of people, well able to meet the demands that others place.  Delegation is such an important skill.

It’s important to understand why people avoid delegation.  Delegation allows you to make the best use of your time and skills, and it helps other people in the team grow and develop to reach their full potential in the organization.  Delegation is a win-win when done appropriately.

KEY QUESTIONS TO DETERMINE WHEN DELEGATION IS MOST APPROPRIATE

Is there someone else who has (or can be given) the necessary information or expertise to complete the task?

Essentially is this a task that someone else can do, or is it critical that you do it yourself?

Does the task provide an opportunity to grow and develop another person's skills?

Is this a task that will recur, in a similar form, in the future?

Do you have enough time to delegate the job effectively?

Is this a task that I should delegate?

OTHER FACTORS THAT CONTRIBUTE TO THE DELEGABILITY OF A TASK

time available to do the job

time to redo the job if it's not done properly the first time

consequences of not completing the job on time

importance of results are of the highest possible quality

Is an "adequate" result good enough?

Crucial of failure

impact of failure on other things

FACTORS TO CONSIDER WHEN DECIDING TO WHOM TO DELEGATE

knowledge, skills and attitude of the person

time and resources to provide the training needed

independency of the person

The person’s long-term goals and interest

Does the person have time to take on more work?

Will delegating require reshuffling of other responsibilities and workloads

PRINCIPLES TO DELEGATE SUCCESSFULLY

Clearly articulate the desired outcome

Begin with the end in mind

specify the desired results

Clearly identify constraints and boundaries

Identify lines of authority, responsibility and accountability

include people in the delegation process

Empower them to decide what tasks are to be delegated to them and when

Match the amount of responsibility with the amount of authority

delegate some responsibility, can't delegate away ultimate accountability

Delegate to the lowest possible organizational level

people who are closest to the work are best suited for the task

they have the most intimate knowledge of the detail of everyday work

helps to develop people and increases workplace efficiency

Provide adequate support

be available to answer questions

ongoing communication and monitoring

provision of resources and credit

Focus on results

Concern with what is accomplished, rather than detailing how the work should be done

Allow the person to control his or her own methods and processes

facilitates success and trust

Avoid "upward delegation"

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

review all submitted work

 

Brief your team member appropriately.  Explain:

·        why they were chosen for the job

·        what's expected from them

·        the goals for the project

·        timelines and deadlines and the resources

Agree a schedule for checking-in with progress updates.  Make sure that

·        the team member reports on any problems occur

·        you are available for any questions or guidance

·        you don’t micro-manage

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 is done correctly and effectively.

When delegated work is delivered back, set aside enough time to review it thoroughly.  Accept only good quality, fully-complete work.  If not, the team member does not learn to do the job properly.  When good work is returned to you, make sure to both recognize and reward the effort.  Get in the practice of complimenting members of your team every time you are impressed by what they have done.

Delegation can feel like more hassle than it's worth.  Effective delegation can hugely expand the amount of work that you can deliver.  It helps other people to work together on meaningful and challenging assignments.  To delegate effectively, choose the right tasks to delegate, identify the right people to delegate to, and delegate in the right way.