Numerous managers and leaders claimed they are unable to delegate tasks effectively. How could this be? Is it that they are unsure of their team members’ capabilities or is it that they like to maintain control? Well, I have just what you need – delegation is a skill and not a talent. Therefore, as with all skills, the more you practice the better you become.
Nine (9) things to consider before delegating a task or an assignment.
- Do a self-assessment. Examine your skills and competences and then match it with what is required of you in your role. This is a critical first step that must be done periodically – if you are to succeed and grow in your role as a leader. If you lack skills seek training. This can be done through seminars, on the job training or earning a new certificate or degree. However, for the task at hand – consider collaborating with another leader or team member who have the requisite skills you desire. This will help you to get the job done in the interim – while taking the necessary steps to improve your weaknesses. Doing what is necessary is the approach you should take in order to improve your skills and abilities. The result of this assessment will give you a better picture of what you need to succeed in your role as a leader. This will help you decide what tasks needs to be done by you and identify those tasks that can be done by someone else.
- Assess your team’s profile. This examination is to unearth the skills and competences of your team members. This information can be obtained during one-on-one meetings with your team members. Use these meetings to gather intelligence on how the staff see their current roles and responsibilities. Create a profile of each staff by collating what they like to do, their interests, educational pursuits and aspirations. This is vital to task assignment – since delegating involves assigning tasks to individuals based on their skillset, interest, and aspirations. This will ensure that the right staff member is given the opportunity to do the work. Instead of blindly passing on the assignment to anyone just because you have the authority to delegate. Make an informed decision and check before you select.
- Is this a task for you to do – or anyone else can get it done? If this is something for you to do, then do it yourself. These tasks are geared towards your development and maturity in your role. Do not delegate a task that is meant for you, that has sensitive information and then ask the staff member to not disclose the information. This is disingenuous of you and should not be practiced. In this case, you are not only shirking your responsibility, – but you are also demonstrating to the staff that you cannot be trusted. Only delegate those tasks that can be done by anyone else. This will avoid staff members from thinking that you are dumping your work on them.
- Avoid delegating to the same staff member all the time. While your intentions might be noble, – this can breed discord amongst the team members. No one likes favoritism unless they are the benefactor. Do everything to minimize or eliminate the perception of you having favorites on the team. Furthermore, you need to develop your team as a whole in order to attain and maintain engagement. It is therefore in your best interest to rotate the assignments to various individuals on the team.
- Avoid being an intermediary (Middleman). you should not operate as a conduit for passing on assignments to subordinates. Instead of forwarding the task, – spend some time to evaluate the request and see if this is something you can address with relative ease. Leaders are guilty of forwarding emails with assignments to trusted staff members without checking the contents of the assignments. Spending the time to examine the task will allow you to select the right person for the job.
- Outlined clear and easy to follow instructions. Time is money, so rework can be very costly. To avoid this, set clear instructions on what is to be done. Sending long emails with instructions or information on various unrelated issues can be confusing. This is usually the underlying reason for incomplete assignments and missed deadlines. A good way to prevent this, is to schedule a brief meeting to outline the parameters of the assignment. During this meeting, allow time for questions and clarifications. This has been a proven strategy to avoid rework, since everyone should leave the meeting with a clear understanding on what is required to complete the assignment successfully.
- Set a deadline before the deadline. This goes hand in hand with setting clear instructions. Accurate feedback is crucial and is extremely necessary when assignments are complex and time sensitive. This deadline is to review a draft of the assignment to see if things are on track. If everything is good – then the assignment is completed ahead of schedule. If not, then the necessary corrective measures can be done ahead of the final deadline.
- Avoid just passing off a task to a leader who reports to you. Automatically forwarding tasks to a leader/supervisor reporting to you is not the same as delegating. You should evaluate these tasks and ensure that they are in alignment with the development and growth plan you both agreed on together. Adding a few stretch projects and assignments is ok, however, make sure that the staff gets credit for their work and ideas – passing off their work as yours is unethical. This also erodes the trust they have in you as a leader, therefore, give credit when credit is due.
- Give the staff the opportunity to decline the task. Everyone has a choice – irrespective of his or her status in the organization. If you pressure a staff to take on a new assignment, it might build up resentment and reluctance when volunteers are needed in the future. Ask nicely, and prepare for both a yes or no answer. People are more willing to support you if you give them a choice and an opinion regarding the work they are doing.
There you have it! If you are a new or seasoned leader, and you find yourself stuck in doing all the work, and not assigning tasks adequately, you can give your performance a boost by considering these points before delegating your next task. I challenge you to explore these suggestions and watch your team’s performance increase as they become more engage as a result of this new approach.
If you like this article, please share it – or leave a comment on what you or another leader use to delegate tasks effectively.
