Delegation
Delegation
For many new supervisors/managers/leaders, the biggest challenge is “letting go.” To stop being the “doer-of-the-work” and start delegating work effectively. If you are like most individuals occupying a leadership role, you were promoted or were hired to your position because of the great job you did or your track record. However, as a leader of people you are no longer being compensated for what you did, you are now being paid to develop others and to set future direction and strategy.
As a leadership coach, I see effective delegation as one of the major areas continually surfacing as a development need. The top three reasons given to me for not delegating are: inexperience in delegation, a reluctance to give up work that is comfortable and that the individual personally enjoys doing and the adherence to the adage, “If you want something done right, do it yourself.”
As you step into a leadership role, your job is to get things done through others. But what if they don’t do it correctly? Or they may not get it done on time and now you are still responsible when they mess up. Yes… just like the coach of a sports team, you are putting your future in the hands of others. It can get pretty scary. Sometimes it might seem easier just to do it yourself. And, that’s the trap. It might be safer to do it yourself, but like the sports coach you cannot get it all done by yourself. Delegation (or coaching) is the only answer.
Delegation is one of the hardest things to learn because it involves relinquishing direct control over certain parts, tasks and processes of the business to others. But as an organization grows and becomes more complex, delegation becomes essential - it frees you to concentrate on doing what you need to do best, develop and grow the talent of those you are responsible to lead.
If you do not delegate effectively, you will find yourself working longer hours, having little or no time to develop or coach your people, things can get out of control and you can end up with more stress than ever before. You may even begin to wonder if you got the leadership job because everyone else turned it down. Don’t despair; you can get it all done on time and done right by taking steps to effectively delegate.
Here are seven basic steps to help you delegate more effectively:
1. Define what needs to be delegated.
a. What is the task?
b. When is it due?
c. What will it look like when it is done? (How will it be measured and evaluated?)
d. What are the steps or plan of action to be taken for task completion?
e. Why is the task important?
2. Determine to whom you will delegate the task.
a. What skills and knowledge is required?
b. What level of experience is required?
c. What other responsibilities do they have? (Would this overload them?)
d. Does the task fit their abilities, interests and/or need for challenge?
e. Will this task develop them for the future? (Will it benefit them?)
f. What is the person’s level of confidence and competence?
3. Determine if training will be required.
a. What specific areas of the task require training?
b. How will the training be accomplished?
c. Who will train? When? Where?
4. Determine the parameters.
a. What procedural issues need to be addressed?
b. What level of authority will the delegate have?
c. What are the limiting factors? (Such as time, budget and/or resources)
d. If there are no procedures, delegate the task and let the individual develop their own procedures.
5. Determine communication issues.
a. Who needs to be informed of this person’s additional responsibility? (Inside and outside the department)
b. How will you express confidence in the person’s ability to succeed on an ongoing basis?
6. Determine Checkpoints.
a. What critical points during the task completion process will you use as checkpoints?
b. How will progress be measured?
c. What specific information will be needed?
d. What method of feedback will be used? (Written, verbal, in person)
7. Determine your availability.
a. What can you do to encourage independence and at the same time assure them of your availability for support?
b. Who could they go to for support if you are not available?
Following these seven steps and answering the questions under each step will help you feel more comfortable “letting go” and effectively get things done through others. Because of the logical approach these seven steps provide, you will find your employees will feel more comfortable receiving delegated tasks. Employees will also take on more responsibility and ownership in their delegated work. Your department will get more work done more proficiently. You will have less stress and be more successful because you are actively developing and growing the talent and skills of others. You will be leading!
Remember, you delegate work not to just relieve your workload, but to allow your employees to grow professionally. Use effective delegation to benefit both yourself and the person to whom you delegate. Delegation is a two-way discussion and the development of a clear understanding about the delegated task. To those you delegate, provide them an opportunity to ask questions, monitor their progress and offer assistance as needed.
Caution: Effective delegation takes up-front time but the long-term payoff is worth the effort.
Copyright Information:
You MAY reprint the information contained in this article as long as no portion of the contents are modified and it used “exclusively” within your organization. You must also give credit to information by including the tag line...
Roger M. Ingbretsen, Author, Speaker, Leadership Coach, Organizational and career developer For more information, visit www.ingbretsen.com or call 509 999 7008.
Delegation - To learn more about this author, visit Roger Ingbretsen's Website.
Like this article? Share it with your friends
“Delegation”
For many new supervisors/managers/leaders, the biggest challenge is “letting go.” To stop being the “doer-of-the-work” and start delegating work effectively. If you are like most individuals occupying a leadership role, you were promoted or were hired to your position because of the great job you did or your track record. However, as a leader of people you are no longer being compensated for what you did, you are now being paid to develop others and to set future direction and strategy.
As a leadership coach, I see effective delegation as one of the major areas continually surfacing as a development need. The top three reasons given to me for not delegating are: inexperience in delegation, a reluctance to give up work that is comfortable and that the individual personally enjoys doing and the adherence to the adage, “If you want something done right, do it yourself.”
As you step into a leadership role, your job is to get things done through others. But what if they don’t do it correctly? Or they may not get it done on time and now you are still responsible when they mess up. Yes… just like the coach of a sports team, you are putting your future in the hands of others. It can get pretty scary. Sometimes it might seem easier just to do it yourself. And, that’s the trap. It might be safer to do it yourself, but like the sports coach you cannot get it all done by yourself. Delegation (or coaching) is the only answer.
Delegation is one of the hardest things to learn because it involves relinquishing direct control over certain parts, tasks and processes of the business to others. But as an organization grows and becomes more complex, delegation becomes essential - it frees you to concentrate on doing what you need to do best, develop and grow the talent of those you are responsible to lead.
If you do not delegate effectively, you will find yourself working longer hours, having little or no time to develop or coach your people, things can get out of control and you can end up with more stress than ever before. You may even begin to wonder if you got the leadership job because everyone else turned it down. Don’t despair; you can get it all done on time and done right by taking steps to effectively delegate.
Here are seven basic steps to help you delegate more effectively:
1. Define what needs to be delegated.
a. What is the task?
b. When is it due?
c. What will it look like when it is done? (How will it be measured and evaluated?)
d. What are the steps or plan of action to be taken for task completion?
e. Why is the task important?
2. Determine to whom you will delegate the task.
a. What skills and knowledge is required?
b. What level of experience is required?
c. What other responsibilities do they have? (Would this overload them?)
d. Does the task fit their abilities, interests and/or need for challenge?
e. Will this task develop them for the future? (Will it benefit them?)
f. What is the person’s level of confidence and competence?
3. Determine if training will be required.
a. What specific areas of the task require training?
b. How will the training be accomplished?
c. Who will train? When? Where?
4. Determine the parameters.
a. What procedural issues need to be addressed?
b. What level of authority will the delegate have?
c. What are the limiting factors? (Such as time, budget and/or resources)
d. If there are no procedures, delegate the task and let the individual develop their own procedures.
5. Determine communication issues.
a. Who needs to be informed of this person’s additional responsibility? (Inside and outside the department)
b. How will you express confidence in the person’s ability to succeed on an ongoing basis?
6. Determine Checkpoints.
a. What critical points during the task completion process will you use as checkpoints?
b. How will progress be measured?
c. What specific information will be needed?
d. What method of feedback will be used? (Written, verbal, in person)
7. Determine your availability.
a. What can you do to encourage independence and at the same time assure them of your availability for support?
b. Who could they go to for support if you are not available?
Following these seven steps and answering the questions under each step will help you feel more comfortable “letting go” and effectively get things done through others. Because of the logical approach these seven steps provide, you will find your employees will feel more comfortable receiving delegated tasks. Employees will also take on more responsibility and ownership in their delegated work. Your department will get more work done more proficiently. You will have less stress and be more successful because you are actively developing and growing the talent and skills of others. You will be leading!
Remember, you delegate work not to just relieve your workload, but to allow your employees to grow professionally. Use effective delegation to benefit both yourself and the person to whom you delegate. Delegation is a two-way discussion and the development of a clear understanding about the delegated task. To those you delegate, provide them an opportunity to ask questions, monitor their progress and offer assistance as needed.
Caution: Effective delegation takes up-front time but the long-term payoff is worth the effort.
Copyright Information:
You MAY reprint the information contained in this article as long as no portion of the contents are modified and it used “exclusively” within your organization. You must also give credit to information by including the tag line...
Roger M. Ingbretsen, Author, Speaker, Leadership Coach, Organizational and career developer For more information, visit www.ingbretsen.com or call 509 999 7008.
Delegation - To learn more about this author, visit Roger Ingbretsen's Website.
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