There's no denying that delegating often takes more time, as you need to choose and prepare the right person. The misapprehension about the nature of delegation. When done properly, delegation doesn't simply "dump extra work" in the laps of employees; it plays a critical role in their professional development. Workers crave this responsibility in most cases, rather than wishing to avoid it. Challenge your own thinking: Is every task a high-risk task that only you can solve?
If not, start slow and delegate smaller tasks to get comfortable with the idea. Are there capable, proven people on my staff who can competently perform tasks? If there are, give them a chance. If not, you either need to re-evaluate your expectations or your hiring process. Is this about my own resistance to or fear of mistakes? If this is about you, you have work to do on yourself. Do I have trust issues that are preventing me from working with a team?
If so, you have work to do on yourself. Additional tips you can follow to make the process as seamless as possible. It's important to maintain a delegation mindset. Stay vigilant for new opportunities to delegate, and match those opportunities with people who have the right mix of skill, leadership, and problem-solving capabilities. After finding the right opportunity and the right candidate, ensure that any necessary training or advisory activity is undertaken.
It's also imperative to maintain open lines of communication. Always be rigorously clear as to what's expected when authority is delegated. Provide clarity as to how performance will be measured or evaluated. Any deadlines or responsibilities should be clearly articulated and understood.
Stay in contact but don't be overbearing; the idea is to put people in a position to succeed—to lead and guide rather than do. If you must intervene, use a light touch. As we talked about, delegation of authority is all about empowering workers to help them succeed in their role while taking work off the manager's plate. Sometimes, though, managers can be reluctant by not giving the authority workers need, extending the time it takes to complete a task because now they have to go back to the manager to ensure they can complete it.
This actually creates a more work for everyone involved. It would actually be easier for the manager to complete the task themselves without the employee because the employee literally cannot complete it.
This is very similar to what we talked about before. As you can probably tell, one of the biggest issues that can come up during a new delegation of authority process is the inability for managers to fully give over control of some tasks. With that said, managers shouldn't completely offload their workload to workers or other managers, either.
Each task is different and requires different levels of support. Also, managers will be responsible for their workers success. If managers do not provide a pathway for that success, it will come back on them. This is why it's important to pay attention to workloads so that workers - and managers - don't burn out. Delegation of authority is an organizational process that divides workloads among workers and managers.
Delegation of authority is different than simply delegating work tasks because it involves empowering workers will the amount of authority they need to make decisions that impact their role. For example, if a worker is hired to purchase supplies for an office, they should be trusted with the payment method or to handle issues that can come up with shipments.
The biggest pitfall when it comes to delegation of authority is when management refuses to allow workers to fully do their jobs because they have to keep coming back to the manager for approval. Another common issue is when managers offload too many tasks to workers or lower level managers, swamping them and possibly pushing them to burn out. When done correctly, delegation of authority is a great way to spread out the tasks involved in running a successful business. The process generally depends on what your organizational needs are and how many staff members you have working there.
Delegating routine work will relieve some of your stress and give you more time to do your job. It is a way of creating time so you can continue what you alone can do best. Develop your skills as a manager By delegating, you give yourself more time to work on your skills and capacities.
This will help you achieve your goals in less time and set up higher goals to reach. You will become more efficient as the stress will be less, which means that your vision will be wider.
Increasing communication Hierarchy between you and your team will diminish by delegating. They will notice that you brought them to your level, which will make communication easier for you and them. You will all be one unit doing its best for the benefit of all! In delegation, when reaching goals, the success will be the one of the whole team and not an individual.
A collective success will make the person feel as an entity with the company, and it will empower the team to look forward to another success and another challenge to break! Delegate to build An efficient team By delegating, you give your team more confidence, making them feel important and letting them show what they are capable of.
Research shows that people live up to or down to our expectations. Mistakes are important learning experiences.
Encourage employees to be open when a mistake has been made. Use factual feedback when pointing out areas for improvement. Focus your feedback on actions, not personality. This will reduce defensiveness and ensure that employees really hear your input.
Be objective, matter of fact, and specific when describing any performance gaps. Some questions you might ask are:. To delegate is to trade one kind of work for another.
You still have to manage, coach, and appraise.
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