Question: If you can't manage and run the organization all by yourself, how best will you delegate the tasks at hand?
Think of it like a sports team - the manager can't manage the team AND play at the same time.
Delegation is a key managerial skill, and in any manager's day far more time is taken-up by routine repetitive activities that could - and should - be delegated. But how best to handle it?
- You start with a proper briefing of the role or task
- You cannot hold people responsible for vague or undefined tasks
- Putting in place a proper monitoring process is essential, but it should be used for 'control' and mentoring, rather than for 'interfering'.
- Give the delegate a sense of achievement and a greater sense of satisfaction. This will give them a greater sense of growth
- The fear of over-burdening your staff can be a strong barrier to delegation
And then, the following questions of:
- How much authority is a delegate able to exercise without referring back to you, and
- How far should you exercise direct influence over the work of the delegate
It is essential not to allow the 'over-burdening' argument result in overwork for yourself. Additionally, you will learn that 'letting go' gets easier the more you do it.
Fact: The more delegates realize that they have 'real' responsibility and won't be second-guessed, the better they will do.
Managing your fear
Fear is a major barrier to delegation:
- The fear of losing control or
- The fear of delegating to the wrong person.
When you recognize the barriers that are preventing you from delegating effectively, you are more than half way towards dealing with them. Once you have overcome your initial fear, your efficiency as a 'delegator' will be greatly increased.
Tip: Delegate tasks to delegates that you consider to be honest, and honest enough to tell you if they disagree with you. If you don't trust a member of your staff - let them go.
Additional issues that we cover with you include:
- Overcoming possessive feelings about the retention of tasks which are negative and unproductive
- Relinquishing minor tasks, as they impede the development of effective tasks
- Overcoming the excuse that you 'can't delegate' as you lack the time to explain or monitor the tasks that should be delegated
- Organizing to ensure that enough time is allocated to plan and manage delegation properly, including initiating effective briefings as well as the actual monitoring of the delegate.
- Appreciating that in spite of having delegated a share of your task to another, you remain responsible for their performance (very different from succession - see succession)