Highly motivated employees will usually be excited that they have been selected for a task, and feel empowered by you asking them. If they are not interested, or only express lukewarm interest, it may be an indicator of a larger issue related to workload, aptitude, or what brings them satisfaction. Make sure they are committed and on board with the project. Begin with the end in mind and clearly articulate desired results. When clarifying task specifics, be sure to focus on the final result, not the how to part.
It is often helpful to offer general suggestions on how they might proceed along with appropriate training, but be clear that they are in charge of how they get to the desired outcome. When people are unclear about a desired outcome, they will often underperform rather than risk making a mistake. Name the level of responsibility, authority, and accountability you are giving them.
Clearly set out these levels at the beginning of the process. What are the reasons that they should come to you for feedback and approval? This will vary from person to person and from task to task. Ask and assess if they are comfortable with the level of responsibility, authority, and level of resourcing. Clearly agree upon a task completion date and when certain phases of the task should be completed.
Consider having this in written format to avoid misinterpretation or confusion. Be clear about what completion looks like, and that both of you are in agreement to these timeframes. Be sure to discuss how much time each day or week is appropriate to give to the task.
Consider how the time needed for this new task will impact their other work. Let employees know that you believe in them and their ability to do this task. People typically live up to — or down to — the expectations we place upon them.
One of the most powerful ways to build confidence in your employees is to express your positive expectations of them. But remember not to look over the shoulders of those to whom you have delegated responsibility. Instead, provide feedback to reinforce what has been done well and to help them learn when they make mistakes or encounter problems that require learning.
Mark the calendar for checkpoint dates and updates on progress. Sam R. Lloyd is president of the training firm SuccessSystems, Inc. Adapted with permission from SuccessSystems, Inc. SuccessSystems, Inc. All Rights Reserved.
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People Manager. This allows the person to better plan the task. Select the right person. Ensure that the person has the time to take on the responsibility. Assess the skills and capabilities of your staff and assign the task to the most appropriate person. Make sure the person has the training and resources to succeed. Communicate the rationale and benefit.
Identify the reason for the task and how it will contribute to the goals of the company or department or team. Also, point out how the delegated task could benefit the person. For example, develop a specific skill. Remember a routine task to you may be a new challenging task to your subordinate.
Delegate the entire task to one person. This gives the person the responsibility, increases their motivation and avoids ambiguity in accountability. Otherwise, different people will have different ideas about who does what when. Set clear goals and expectations. Whether you're a team leader, an entrepreneur, or in some similar position of authority, delegation is going to be a major key to maximizing your productivity and keeping yourself sane during tight deadlines or large workloads.
The problem is, many entrepreneurs and leaders don't know how to delegate effectively, or aren't willing to do it unless they absolutely have to. Delegating tasks is a skill that, like any skill, can be learned and improved on over time. Put these seven delegation strategies into practice and watch as your organization's efficiency increases:. Learn to let go. The biggest problem most new bosses and leaders face is the inability to let go of their own work. Sometimes they feel so dedicated to completing their own work that they refuse to let other people help.
Other times, they fear that nobody else has the skills or abilities necessary to execute the work effectively. Whatever the case may be, your first priority needs to be to learn to let go. Start small, delegating only the smallest tasks, and gradually work your way up. Get to know your team better and improve the trust among you and your co-workers.
Take baby steps and know that eventually you will have to let go of your work if you want your team to be successful. Establish a firm priority system.
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