Seeing as this is a no-nonsense guide it seems only appropriate I get straight to the point. If you need to manage your time better at work, delegation is often the best option, especially if you are in any position of authority. You can’t do everything, after all. However, the most important thing to bear in mind, is whether the task is appropriate for delegating in the first place. If, for instance, you can do it better and more quickly than other people, it may not be appropriate to hand it off to someone else. With that in mind, below is a guide to how to delegate effectively.
- What does the work involve?
Explain the tasks clearly and precisely. You are the one who knows exactly what the job involves, they don’t. It’s up to you to transfer that information thoroughly, clearly and without any ambiguity. If they misinterpret what needs doing then that is your fault as the delegator. - Why am I doing the work?
Remember the productivity cycle. Explain why you want the work doing and what you want the outcome to be. Just because you are delegating the task to others does not mean that they don’t need to know their role and how the work fits in with the grand scheme of things. - Am I responsible for it?
Give the delegated people the responsibility of the project. If you are telling them exactly what to do, micromanaging the project and not allowing them to show any initiative, that is not delegating. Rather than seeing it as doing a project for someone else, it should become personal to them with all the responsibilities and expectations that accompanies that. You don’t want them going through the motions, you want them to care. - When do you want it done?
Set clear timeframes for the work. When you delegate, you don’t want to worry about when you will hear progress reports or how quickly things are moving forward. Setting mini deadlines and regular meetings will allow you to be aware of progress without constantly hovering around the project. It means you can keep in the loop without being a constant presence. - Why am I doing it?
Explain why you are giving the task to the persons involved and what they can get out of it. This way they are clear about what is expected of them, both as individuals and as a group. It’s also a great motivational boost to emphasize the strengths of your team. - Will I be praised for doing it?
It’s a shame that this point needs mentioning, but give recognition for good work! Why is it that so many managers can’t even get the basics right? Don’t underestimate the simple motivational boost saying thanks or well done can do. The key is to be positive and if any criticism is required be constructive with it. Let them know where things are going wrong and then discuss together how it can be rectified (if you just tell them how to fix it you are no longer delegating).
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