Mastering the Art of Delegation

Mastering the Art of Delegation

Delegating effectively is not only critical to the success of businesses, but also to maximizing the potential of individuals on those teams. Appropriate delegation decreases Managers’ workload and helps Delegates become proficient in new skill sets. Why is delegation so challenging for people to implement? If delegating saves us time and energy, why do Over-Achievers hesitate to delegate any given task?

Top Reasons Managers Delegate:

-Manager has newly found time to achieve more

-Enhances Managers’ potential for Promotion

-Gives others opportunity to develop more skills

-Maximizes efficiency/flexibility of operations

-Produces better and quicker decisions

-Perception of Leadership is enhanced

Top Reasons Managers Don’t Delegate:

-Manager’s perception is that the Manager does it better

-Can diminish authority

-Manager likes control/too risky with others

-Manager does not want to seem lazy or bossy

-Fears others doing a task better

-Too time consuming to explain since Employees are not experienced with the skill

Top Tips to Delegating:

-Recognize Delegates/reward appropriately

-Be very specific when explaining results expected.

-Follow up appropriately (as discussed and agreed upon)

-Explain why you are delegating to them specifically (enhances Employees’ engagement).

-Provide the necessary authority (amount of control/decision power) to carry out the job.

-Share with team the delegation.

-Trust Employees to do a good job.

Top Delegating Mistakes:

-Expect others to be proficient/excel in this skill

-Never checking in or never following up with them

-checking in too frequently (micro-managing decreases trust)

-Manager takes credit for results achieved by team.

-Delegate TOO much which results in the employees feel overwhelmed.

-Delegate only the minimal/simple tasks

-Delegate only to the Top Performer on the team

-Inconsistent w/expectations (originally said they have all the decision power & then later say your decision is needed).

By  John Hester

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