Delegating is an evergreen issue. Every client seems to struggle with some aspect of it, and it’s a basic skill of a good leader – it’s part of the blocking and tackling, the meat and potatoes of running a company or a department.
Here is a brief article that summarizes what you need to know to delegate well. Some highlights:
When delegating, it is important to fit the task to the person and to ensure the reason for delegating is appropriate.
Firstly, let’s look at the person. Is it possible to delegate to all your team members? For delegation purposes, team members may be classified as those who:
1. Wait until he or she is told what to do.
2. Do what is necessary, but refer to their manager or supervisor all problems or slightly unusual issues for a decision.
3. Refer all problems or unusual occurrences for a decision, but when doing so recommend appropriate action.
4. Take action on problems as they occur and then immediately report on the action taken.
5. Take action on all issues and problems on his her own initiative and then report periodically on progress.
Let’s now look at the second aspect of delegation – tasks that may be delegated.
Tasks suitable for delegation include:
• Minor and repetitive decisions.
• Tasks you are expert in and that others should learn.
• Tasks for which you are least qualified, but that others could learn.
• Tasks you dislike, provided someone else likes them (delegation should not be an excuse to dump unpleasant tasks).
• Tasks that add variety and interest to another person’s role.
• Tasks that will increase the number of people who can perform critical assignments.