One of the most important skills is delegation. Good delegation skills are essential for technical professionals, business leaders, managers, executives, and other managers. There are many techniques and rules that can be used to help people delegate. A good delegation saves time, money, and builds team skills. It also grooms successors and motivates. Poor delegation sucks! Ask any employee. It can frustrate, demotivate and confuse people and teams. It is essential to master delegation skills. These 12 rules of delegation will help you.
Delegation is a two-way process. That’s right! You and your coworkers will benefit from delegation. Think about what you are delegating, and why. Do you delegate to build people, get rid work you don’t enjoy doing, or to develop someone else?
You must be able to let go in order to be a good negotiator. You can’t control everything, so trust your team and let them go. Give up on the tasks that prevent you from reaching your full potential.
Create a delegation plan. A delegation matrix should be used to show your people the main tasks and how you can help them develop and get the job done. This will help you communicate your expectations to your team.
Define the tasks to be performed. You must ensure that the task is possible to delegate and that it is appropriate to be delegated. Some tasks you need to do, others can be done by someone else. It is important to be clear about what the task is. Clear communication is important for people who are being delegated. Make sure you are clear. If you aren’t clear, your people won’t be either. Worst of all, your people will feel like failures. This is not cool!
Choose the person or team to take on the task. Be clear about why you are delegating the task. Be honest with your self. Ask yourself the question, “What are they going to get from it?” and “What are you going to get?” It’s like listening to WII-FM (what’s it for them). It’s a great motivator.
You should also consider your ability and training requirements. It may be necessary to define the importance of the task. Can the team or individuals complete the task? Are they able to understand the task? If they don’t, it is not possible to delegate it. If you have a problem with resources, meet your team and work together to fix it.
Explain clearly the reason for the task/work that must be done. Discuss the reasons for the task being delegated and how it fits in the overall scheme of things. When appropriate, don’t be afraid of negotiating points. Do not say that it is because you are told. You must give the task to your people in order for them to take ownership. Rephrase the task to give you ownership.
Describe the desired outcomes and results. Answer questions such as what must be achieved, how the measurements will be taken, and explain how you plan to determine if the job was completed successfully.
Be ready to discuss the resources needed with the individual and the team. There are common problems that arise with any person or team, including people, location and time. These are important issues that should be discussed and solved creatively. Sometimes, however, it is just what it has to be. Be prepared.
Reach agreement on deadlines and timelines. To ensure that things are being done, include a status reporting feature. What time does the job need to be completed? What are the operational duties? What is the status report due date? You should confirm your understanding of all previous items. Ask for a summary written by them. Seek out reassurance that the task is possible. You must address any weaknesses and strengthen your belief in the team’s ability to work together. They must trust you.
It is likely that the intersection is multi-directional. Support and communicate with others. Talk to the people who are in need.