How to delegate for a few, delegating comes easily, maybe too easy. For others, we're perfectionists letting go of even the most trivial task is almost impossible. If you're in the second category, you probably don't want the references behind your back that you are a control freak or a micromanager. The challenge is delegating the right things and not delegating the wrong things. If you don't get it right, you're busy, but working on the wrong things. Almost every entrepreneur needs to improve their skills in this area.
To delegate effectively, you must choose the right tasks to delegate. Identify the right people to delegate to, and delegate in the right way. I have outlined several key steps for effective delegation. Choose what tasks you are willing to delegate. You should be using your time on the most critical tasks for the business. And the tasks that only you can't do.
Delegate what you can't do, and what doesn't interest you. Pick the best person to delegate to listen and observe. Learn the traits, values and characteristics of those will perform well when you delegate to them. That means give the work to the people who deliver, not the people who are the least busy. This requires hiring people with the right skills, not the least expensive of friends and family. trust those to whom you delegate, it always starts with trust.
Along with trust, you also have to give the people to whom you delegate the chance to do a job that way. Give clear assignments and instructions. The key is striking the right balance between explaining so much detail that the listener is insulted and not explaining enough for someone to grabs what is expected. Think back to when you were learning When you're at the early stage of your career, set, a definite task completion date, and a follow up system. Establish a specific deadline at the beginning with milestones. In this way, you can check up on progress before the final deadline given public and written credit, this is the C plus step, but one of the hardest for many people to learn.
It will inspire loyalty, provide real satisfaction for work done, and become the basis for mentoring and performance reviews. Delegate responsibility and authority, not just the task. Manager managers who fail to delegate responsibility in addition to start specific tasks eventually find themselves reporting to the subordinates and doing some of the work rather than vice versa. Avoid Reapers dedication, some team members try to give a task back to the manager. If the don't feel comfortable, or attempting to dodge responsibility, don't accept it, except in extreme cases. In the long run, every team member needs to learn or live when to delegate three steps and opportunity for growth for another person skills, reoccurring tasks or non critical tasks.
When decided upon to whom you should delegate, take the following into consideration. What experience knowledge, skills and attitude does the person have? What training or support they might need? Do you have time and resources to provide any training needed? What is the person's preferred work style? Do they do well on their own?
Or do they require more support and motivation? How independent are they? What does the person want from his or her job? What are the person's long term goals and interest and do these align with the work proposed? What is the current workload of this person? Does the person have time for more work?
Does the Tosca delegate require reshuffling or have other responsibilities in the workloads within the team? delegation doesn't have to be all or nothing. There are several different ways and levels of delegation, each with different levels of delegate independence and delegated supervision. You can now see the spheres of independence. The first one, the person you will delegate to initiate action, and then reports to you, periodically. The person acts and then reports results immediately.
The person makes recommendation to you and then the person asks what to do The person waits to be taught what to do. People often move throughout these spheres during the delegation process. Your role is to coach the person within the theaters, depending on the tasks that needs to be performed. You can delegate some responsibility, but you can't delegate away ultimate accountability. You need to keep control over the work that is being done and brief your team member accordingly. You need to make sure that your team knows what they have to do if a problem occurs.
And whether you're able you're available for any questions or guidance they might need. A schedule regular progress updates, milestones and all the important points needs to be elaborated and follow up We all know that as managers we shouldn't micromanage. The difficulty about delegating is to find the right balance between giving enough space for people to use their abilities, while still monitoring and supporting closely enough to ensure that the job is done. One way to encourage growth is to ask for recommended solutions. When delegates come to you with a problem, then help them explore the solution and reach a decision. micromanagement can lead to the following consequences loss of control.
The funny thing about control is that when it's your only means of management, you usually end up losing it Loss of trust, your staff will no longer see you as a manager. But it's a desperate only desire is to warn up its staff until the only thing they see is the job. When trust is gone, two things can happen. A serious loss of productivity along with the loss of employees, dependent employees, you have to remember that those employees were initially hired because they brought something to the table skills, talents and insights, all unique to each and every staff member. When your employees are dependent upon you, they will continue to think on their own. And when employees have the freedom to think on their own, great things can happen.
Your own burnout. You're looking over so many shoulders every day, will very quickly burn you out. Eventually, you will grow to hate your job, straight down to the very company that employs you hate it enough, and you may even end up leaving it. Never wanting to revisit a management role again. Sure, burnout is always a danger in any job.