Benefits of Delegation
Strategies to Delegate Efficiently and Achieve Results
Being a competent manager means delegating responsibilities to team members. It can be challenging for many managers to do this, but there are techniques to produce positive outcomes and therefore be more successful.
If you’re a manager, or in a similar position of authority, delegation can be the answer to optimising your efficiency and maintaining balance during clearly defined schedules or excessive workloads. The concern is that many managers do not know how to delegate efficiently or are not able to do so until they have to.
Delegating tasks is a technique that, like any competency, can be learnt and developed over time. Put these delegation techniques into operation and observe as the productivity of the company increases:
The major challenge facing many aspiring managers and executives is the reluctance to let go of their own jobs. Often they are so committed to doing their own job that they hesitate to let anyone help. On many occasions, they presume that no one else has the expertise or abilities required to perform the task adequately.
But whatever the circumstance may be, the first goal needs to be to understand how to let go. Gain confidence, delegating only certain small tasks and increase gradually slowly. Get to understand your team members better and build confidence in you and your team. Take small steps and acknowledge that you should inevitably have to let go of the task if you really want the team to succeed.
Start creating a goal structure for tasks as part of the let-go process. Naturally, this method can differ based on your experience, the company and your task categories, but it should establish four main objectives, depending on the amount of commitment and the level of skill that a task involves. The most highly qualified category may include tasks that you add to your own agenda, while those in the least experienced categories can be allocated to someone else. The level of commitment should inform you which tasks are more relevant to the delegate.
Developing a clear goal structure would help you identify and recognise, and accurately assign the scope of the tasks.
As a manager, you’re going to have to understand the complexities of your team members. You should understand the strengths and weaknesses of each team member, including their immediate and potential level of competency. When delegating, have a look at the team and delegate assignments to the team member who has the most qualified knowledge for the task.
It may seem like a straightforward decision, but so many managers assign tasks to the team member with the least responsibilities or even the most accessible.
It’s crucial to be transparent. For obvious reasons, delegating the same activities and tasks to the same team member would ultimately improve the team member’s ability to execute those tasks.
If your role is transparent to you, ensure that any task you assign includes guidelines. Provide the details when you have particular requirements about how the task is to be completed. Be specific about it whether you have a definite timeline or goal.
With the information and specific guidelines, most communication inconsistencies can be eliminated, and the tasks successfully performed. You and the team members will indeed embrace that as a responsible approach.
If someone on the team is unable to complete a task on the to-do list, the task should not be assigned. This is not feasible. The majority of skills can be developed – many quicker than others – and therefore don’t hesitate training as part of this procedure of delegation.
While it will take longer to delegate the first few tasks than saving time, due to prepare your appointed team member, consider it a transition. By passing on knowledge, you are laying the groundwork to delegate all the relevant tasks more effectively to your team members.
When a task is assigned, expect your team member to do it on their particular provisions. It, therefore, enables them to perform the responsibility in the manner they see fit. Nevertheless, don’t hesitate to check in and ensure that the task goes as expected from time to time. For instance, since you created the new task a week earlier, trust that your team member will be in control.
However, send a clear and concise e-mail checking to make sure they haven’t come into complications or strayed off the task. This creates greater confidence, trust and avoids communication gaps or misunderstanding among the team member.
Feedback is the critical factor of the delegation process which functions across all directions. When the team members have completed a task successfully, remind them by rewarding them personally and giving them sincere appreciation Do not be reluctant to challenge them constructively if they have not completed the task successfully.
Encourage your team to communicate how you delegate – that’s a crucial moment for you to decide whether you have provided enough details to see the task being executed acceptably or allocated the proper task to the correct team member.
It is not always easy to delegate and it is not always clear that the process is effective, but the earlier you begin the quicker you can complete the task. Be mindful that the procedure is never flawless but reap the reward to make continuous improvement enhancements.
When you’ve chosen to assign a task, consider the prospective applicants for the particular role. Points to be considered should include:
- What is the person’s previous experience, expertise, knowledge, and perception?
- What training or support could they require?
- Will you have time and resources to fulfill the preparation requirements?
- What is the ideal style of work of the team member?
- Could they do better on their own or do you need more assistance and encouragement?
- How autonomous is the team member?
- What would the team member expect from the job?
- How would the team member and the task suggested fit with their long-term ambitions and expectations?
- What is the suggested team member’s actual work schedule?
- Are there more obligations for the team member?
- Do you need to rearrange other tasks and work schedules to delegate this task?
You will realize that it takes longer than you though to successfully complete the activities when you first start delegating to team members. You will become a mentor and will also benefit from the team member to whom you entrusted.
You’ll find that they will become knowledgeable and trustworthy immediately when you have appointed the member you want to delegate to, and when you delegate accurately.
In addition, strive to assign the least amount achievable. Those connected to the task will perfectly adapted to the role because they know the specifics of the daily activities more precisely. This will also improve the productivity of the company and allows methods of teaching.
- Identify the level of responsibility in your team.
- Offers an incentive for team members to develop and learn.
- Assign tasks even though one of the team members has a higher ability level than you.
- Continually update your team on the key fundamental objectives so they understand what’s most crucial.
- Specify your requirements by stating how much time and effort you foresee team members to participate.
- Delegating could give one of the team members an opportunity to excel.
- If you don’t have ample time and somebody else does.
- If you want to inspire others and reassure them that you trust them.
- Provide team members with the guidance they need to achieve better results
- Let your team know even if you’re just coming up with ideas so they realize when it’s time to get to work.
- Be patient – Allow everyone to gain experience.
- Delegate when a team member doesn’t really feel comfortable or optimistic about a specific task.
- Assume others to be able to interpret your thoughts.
- Be a perpetrator of “drive-by delegations.”
- When the performance of a team member, although adequate, is not exceptional.
- Disregard the time it would take to execute projects – not everything can be accomplished in the time you expect.
- Keep a very close eye on progress.
- Assign tasks that require your specific skills.
- When a team member is willing, not on the basis of a presumption, but after lengthy analysis.
- Underestimate the abilities of your team.
- If an individual is inexperienced or unskilled at a task.
- Assign tasks where someone refuses to be responsible for their own preparation and efficiency in a specific work environment.
As you work through the actions, if the brief is incomplete, it can go wrong. Spend more time explaining:
- What makes them the perfect choice for the job?
- What are their duties during the project/task?
- The priorities you’ve set for the project/tasks.
- All requirements and schedules
- The support available to them.
Establish a timetable for development progress reports, and any other task development details for the team member’s. It’s important that the team member realizes that you want to be notified if there are any concerns and that you’re available for any questions or guidance as the project progresses.
It is known that, as managers, you should not be micro-managing. This should not imply, though, that we must surrender responsibility entirely.
In delegating efficiently, we need to distinguish the difference between allowing team members the freedom to use their skills awhile overseeing and encouraging them closely enough to ensure that the task is performed accurately and effectively.
Remember, to achieve the right result of the delegation, much like a game as a coach, you establish awareness of the rules, offer the game plan, but you can’t go to the field after the game to over-manage any team player movements.
Another way to motivate development is to ask for key deliverables when delegates come to you with a challenge and then assist them in analysing the solutions when trying to make a decision.
Put aside a reasonable amount of time to revise of all the job assignments. Only consider quality tasks and comprehensive tasks, if feasible. When you embrace tasks that you are not comfortable with, it may impact the team member because you may not allow the time to delegate the task correctly and can have an effect on developing their skills. Worse than this, you’re embracing a new assignment that you’ll actually struggle to finish yourself. This not only overburdens you, but it also ensures you don’t have opportunities to do your own job effectively.
When you get good work, make sure to acknowledge and reward the achievement. As a manager, you can make a commitment to congratulate members of your team if you are impressed with their success. This initiative on your behalf will go a long way toward growing the self-confidence and productivity of your team members now and in the future.
Delegation can seem to be more trouble than it’s worthwhile upon first glance, but by delegating successfully, you will significantly increase the amount of work you can complete.
When you plan a timetable, you focus on tasks which have a major importance to you, and team members engage on delegated tasks, you have a template for performance.
To successfully delegate, select the best tasks to delegate, find the right people to delegate to and delegate in the effective manner. There’s a considerable amount of this, but then you’re going to do so much better once you’re successfully delegating! Not one person can do everything. Effective managers also focus on delegation to complete large and complicated tasks.
Considering this, many people are either reluctant to delegate, or hesitant to do so. Yet it could be helpful to both you and your team. It will keep you from being overwhelmed and opening up opportunities for more significant tasks and it will allow team members and the ability to take on more responsibilities and develop new skills.
You would first need to define which tasks you can and how to manage in order to delegate effectively.
You must also present your team member with transparent and specific guidelines about what the task entails and your goals and what support you have to offer. Finally, it is important for you, in order to meet your goals, to take the time to evaluate the task you assign.
While delegation helps in the beginning, it will positively impact both you and your team in the long term. When you make delegating work more accessible, you can usually see that the efficiency, productivity and engagement of your team members is increased.