Post No.: 0545
Furrywisepuppy says:
For some of us, we can too frequently behave like stressed-out, over-worked ‘control freaks’ when we’d be better off if we had the boldness to delegate some tasks to others. This might mean trusting others to do a proper job to our perfectionist standards, and it may cost us a bit of money or we might need to reciprocate fluffy favours back to those who help us – but it’s more efficient if we can concentrate our own time on doing the tasks we’re best at doing or are most important, whilst we utilise the complementary talents of others.
In the workplace environment, we might even be the team leader or manager and have a team of people available to precisely help us to do things, but we lack enough trust in them in a ‘if you want something done right then do it yourself’ kind of way. But delegation empowers others and increases, rather than decreases, your status and control because you’ll be truly leading or managing a team.
There are different levels of delegation depending on the task or project in question, the importance of that task, and the expertise or ability of the people we’re requesting help from. At one extreme you can dictate a task for someone to do exactly as you tell them to do it, providing them little more than an explanation for why; and at the other extreme you can just tell them the ultimate goal and let them freely decide how to reach it, and you’re not even bothered about knowing how they’ll try to accomplish it as long as they do. But most cases fall somewhere inbetween, where you let your team have some freedom but within certain bounds that you clearly state, and you might ask for their ideas and input and come to a decision or you might offer your own ideas and input but let them ultimately decide, and you keep in the loop with regular communication to see how things are progressing.
Firstly, you must decide what to delegate, then find the right person/people to delegate to. Explain the purpose of the task, plus the overall purpose of the task in terms of how it fits into the bigger picture. State what you expect and when. Clarify how they will know when they’ve been successful i.e. what does success look like? What specific outcomes are you looking for?
Connect the person with the overall team. Then let them get on with the task but review the work at appropriate checkpoints. Only accept high quality and completed works. And reward the effort if appropriate – everyone in the team shares every win. Remember to answer ‘what’s in it for everyone?’
As far as possible, delegate complete tasks. Complete tasks are much more satisfying to work on than unconnected fragments of work. By doing this, you are also more likely to get back well thought out, properly integrated deliverables.
Delegate to those who are naturally closest to the work. They are the ones best suited for the task because they have the most intimate knowledge of the details of their everyday work. This also increases workplace efficiency, and helps to develop people in their roles.
Delegate to those who have the better expertise. Leadership is not about ego so take the lead from, or at least listen to, those who know better in a particular domain or situation than you. Where possible and appropriate, include people in the delegation process. Empower them to decide what tasks are to be delegated to them and when.
Post No.: 0397 also highlighted how we need to understand how different people, depending on the context, work better with a detailed plan or with just a general direction, or prefer to focus on just the tasks rather than the overarching goals. So you will need to take this into account.
Clearly articulate the desired outcome. Begin with the deliverables in mind and specify the desired results. And convey the importance and value of the work you delegate in the context of the bigger picture.
Establish and maintain overall control. Discuss timelines and deadlines. Agree on a schedule of checkpoints at which you’ll review the project’s progress. Make adjustments and adapt as necessary. Take time to review all the work that’s submitted.
Clearly identify the constraints and boundaries. Where are the lines of authority, responsibility and accountability? Should the person wait to be told what to do, ask what to do, recommend what should be done and then act, act and then report the results immediately, or initiate action and then report periodically? In most cases, it’s good to give them at least some freedom to use their initiative though.
Match the amount of responsibility with the amount of authority. Understand that you can and should delegate some responsibility. You can’t however delegate away ultimate accountability and responsibility – the buck stops with you!
Provide adequate support, and be available to answer questions. Ensure the project’s success through ongoing communication and monitoring, as well as via the provision of necessary resources. Also make sure that the team member knows that you want to know if and when any problems occur, and that you are available for any questions or guidance as the work progresses.
Focus primarily on the results, not on the methods – unless they’re considering using unethical ways and means, or methods that may produce long-term costs that are disproportionate to the short-term gains. Concern yourself with what is accomplished rather than detailing how the work should be done – your way is not necessarily the only or even the best way. Allow the person to control his/her own methods and processes, if appropriate. This helps to facilitate success and also trust.
But avoid ‘upward delegation’ – if there is a problem then, even though ultimate responsibility lies with you, don’t allow the person to just instantly shift their portion of responsibility back onto you. Ask for recommended solutions from them, and don’t simply provide an answer. Allow them to think for themselves and to act on their own ideas. This helps them to grow and develop.
Build motivation and commitment. If apt, discuss how success will impact the financial rewards, future opportunities, recognition and/or other desirable consequences for them. Provide credit where it’s due and recognition where it’s deserved.
Once you have thoroughly considered these above key points, make sure you brief your team member(s) clearly. Take time to explain why they were chosen for the task, what’s expected from them during the project, the goals you have for the project, all the timelines and deadlines, and all of the resources from which they can draw. And check that it has all been fully understood.
When explaining the purpose of the task and what you expect – explain why the task needs to be done and how this will help the client, the company and the team. Outline what needs to be done and what needs to be delivered. Describe the resources available and the restrictions (e.g. budget) within which the work needs to be carried out. Explain when the work needs to be completed by, and the checkpoints during the project at which you will review progress. And set forth your willingness to give information and support where needed. Help them to help you. Then let them get on with it!
…We all know that managers generally mustn’t micro-manage. However, this doesn’t mean that we must abdicate control altogether. In delegating effectively, we have to find the sometimes difficult balance between giving enough space for people to use their abilities to the best effect whilst still monitoring and supporting them closely enough to ensure that the job will be done correctly and efficiently.
The setting of appropriate checkpoints is key to effective delegation. So agree to a schedule for checking in with progress updates. Stay in communication and offer feedback. By setting early and regular checkpoints, you can quickly pick up any problems, offer coaching or take corrective action whilst there’s still plenty of time for these to be effective. By setting the expectation of what you want to see at each checkpoint, you can check the progress that’s being made towards the end goal. As you become more confident in the person you are delegating to, you can reduce the number of checkpoints and give them more autonomy in what they’re doing.
Only accept the best quality and fully completed work, but be patient if they are new to the task or idea.
Most of all, maintain overall control. You are ultimately responsible for everything that you give the green light to and then everything that goes through the pass and onto your customers.
Woof. Well I’m off to learn how to ask someone else to fetch me the TV remote control now and again!
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