HOW TO: Delegate someone a job easily 🙂

Managers get things done by having other people do the work for them. Delegating is mainly done because it makes their job easier. If they try to do everything on their own, they become overworked; their performance and health suffer; they don’t teach their staff enough, and the organization will suffer in the long run. Indeed, many people think that delegating is the main difference between good and bad managers. Knowing how to trust is an essential skill for both managers and leaders.

1. Choose the things that are most important to you.

List the tasks you might be able to delegate in order of importance. A task must take up too much of your time, not be directly related to your main job, be very simple, be appropriate for another staff member, or be better done by someone with better skills and knowledge than you. The goal of delegating is not to avoid work or get rid of unrewarding, tedious, or challenging work. Nor should you keep only the jobs that you enjoy. It’s time to pick a job that can and should be delegated.

2. Make it clear to yourself what the task is that will be delegated.

Make sure you know what the task is that will be given to you. Think about what you need to do so that you can write it down in a clear way. People should know what to expect from the task, how to do it, and when it should be done. For example, they should be able to say what they can and can’t do.

• How you will know when the job is done
• what resources will be needed
• and training might be needed.

To fully explain the task to a member of your staff, you need to know the job well yourself.

3. Find the right person for your job.

As a good manager, you should know what your employees can and can’t do, and then you should assign tasks to them in that way. A reasonable person should do what you need to be done. They should also have the skills, knowledge, enthusiasm, talent, and time to do it. It’s not always possible to find someone with these traits in just one person. Before you choose someone, ask yourself:

• Which person has the most skills? As to who would be the most difficult to deal with, I don’t know.
• Which person would learn most?
• Who would get the least out of this?
• Does the job need to be done before? Is there going to be training?
• What kind of personal traits are needed? Who owns them?
• Who can be trusted to do the job? This question is essential.
• Who would enjoy having a job like this?

Remember that if you delegate to the right person, it will help their skills, morale, and esteem grow, as well as their work.

4. Do a thorough briefing.

In handing over the assignment, be ready to set aside enough time in private to talk about it clearly:
It’s essential to think about what you need to get done, how long it will take, and how you’ll be able to measure your performance. It would help if you also thought about how the person you choose will be able to do the job and how you’ll report on their progress.

Ask for feedback and encourage questions to clear up any misunderstandings.

5. Delegate the right amount of power.

It’s necessary to tell people how much power they get when hiring them. Find three ways to solve the problem, and I’ll choose the best one. Or, if you want to, you can:

• Look into the situation; suggest three solutions, and I’ll select the best.’; or
• Look into the problem; tell me how you plan to solve it and do so unless I tel1 you otherwise.’; or
• Solve the problem and tell me when you’re finished.’

To ensure this authority and the power that comes with it are appropriately used, set parameters and set up controls.

6. Make sure there are ways for people to talk to each other.

When you delegate, you do not give up responsibility. You still have to have some say in the project. The delegate should make the first move and get to know the people in the group. Be open but not intrusive. At least, make sure your representative tells you only when things don’t go as they should.

7. Keep an eye on things quietly.

Keep an eye on your delegate’s progress without standing in the way. If it’s necessary, make sure you know how often you’ll be reporting on your progress. As the representative gains more confidence, be discreet about leaving, but look for problems. Help if asked.

8. Give people who make sound money.

Appreciate a job well done by praising the person who did it privately and in public. You will be more effective at working with others if you sincerely show your appreciation.

It’s important to delegate as part of the master plan. Review the project when it’s done to make sure your delegate has also learned from the work. When you think about delegating, think of it as part of the growth of your staff. They become more confident through delegation, and they and your company will be better off in the long run.