7 Management Rules for Effective Delegation
7 June 2013
Read by 2933 persons
If there is one common power among all managers in the world, it is the power to delegate.
Managers delegate daily. But managers don't always delegate well!
Indeed, it is not uncommon to meet professionals who have literally lost faith in delegation, and who then invent every excuse possible to avoid delegating:
“It takes longer to explain than to do it myself.”
“It won't be done well.”
“Employees are inefficient and don't want to take on responsibilities.”
And yet… All management teachings agree on this point: delegating is important for both the manager and the employee.
So if you too are affected by the “I don't have time because I want to do everything myself” syndrome, here are 7 principles for delegating effectively and brilliantly!
1 – Good delegation starts with adopting the right attitude
If you are confident in yourself and the value of your position, you will not feel threatened by the fact that “someone else” is doing your work.
Also, trust is the foundation of a good relationship between a manager and their employee. So;
Trust the person you are delegating to
and be prepared to accept the potential risks of failure, as a responsible manager.
2 – Don't make the mistake of defining “What” to delegate to “Whom”
Managers, be convinced, you must delegate:
as many tasks as possible,
down to the lowest level.
When entrusting a task, consider your employee's:
Ability to perform the task
Current workload (avoid overbooking!)
Interest in completing the task
3 – Adopt a method for delegating in a “structured” way
Always set SMART goals when delegating.
Then communicate the importance of the task to the person.
Explain the possible obstacles that may be encountered.
Focus on obtaining a result, not on executing a method (otherwise it's called training)
Establish with your employee the efficiency indicators and other evaluation criteria that will allow you to judge whether the work is “good”, “average”, or “bad”.
Warn about the consequences of “good”, “average”, and “bad” work.
4 – Give your employee the appropriate level of authority and inform the rest of the team
Clearly determine your employee's responsibilities and “powers” when delegating the task. Then, announce to the rest of the team the authority given to your employee.
5 – Provide the appropriate level of support and guidance
Be clear about the resources your employee has to successfully complete their mission. Let them know what degree of help the manager is willing to provide.
If necessary, don't hesitate to train your employee to give them greater autonomy in performing the delegated task.
6 – Monitor the delegation process
Stay informed about the progress of the delegation process. Ask for regular “reporting”, even oral and/or informal.
Maintain open and objective communication, based on facts and results, with your employee.
7 – Evaluate the performance of the delegation process
Have a debriefing with your subordinate.
Compare the results with the objectives. Analyze the gap, and question your employee about any variances.
Then evaluate your employee's behavior:
Did they behave in accordance with the level of responsibility and authority granted?
Will you be able to entrust them with more responsibilities next time?
Were they disappointing? Why?
End the process by providing constructive criticism, supporting your comments with the facts and results of the work, whether favorable or unfavorable.
Matthieu-tranvan.fr
Posted on June 7, 2013.
Managers delegate daily. But managers don't always delegate well!
Indeed, it is not uncommon to meet professionals who have literally lost faith in delegation, and who then invent every excuse possible to avoid delegating:
“It takes longer to explain than to do it myself.”
“It won't be done well.”
“Employees are inefficient and don't want to take on responsibilities.”
And yet… All management teachings agree on this point: delegating is important for both the manager and the employee.
So if you too are affected by the “I don't have time because I want to do everything myself” syndrome, here are 7 principles for delegating effectively and brilliantly!
1 – Good delegation starts with adopting the right attitude
If you are confident in yourself and the value of your position, you will not feel threatened by the fact that “someone else” is doing your work.
Also, trust is the foundation of a good relationship between a manager and their employee. So;
Trust the person you are delegating to
and be prepared to accept the potential risks of failure, as a responsible manager.
2 – Don't make the mistake of defining “What” to delegate to “Whom”
Managers, be convinced, you must delegate:
as many tasks as possible,
down to the lowest level.
When entrusting a task, consider your employee's:
Ability to perform the task
Current workload (avoid overbooking!)
Interest in completing the task
3 – Adopt a method for delegating in a “structured” way
Always set SMART goals when delegating.
Then communicate the importance of the task to the person.
Explain the possible obstacles that may be encountered.
Focus on obtaining a result, not on executing a method (otherwise it's called training)
Establish with your employee the efficiency indicators and other evaluation criteria that will allow you to judge whether the work is “good”, “average”, or “bad”.
Warn about the consequences of “good”, “average”, and “bad” work.
4 – Give your employee the appropriate level of authority and inform the rest of the team
Clearly determine your employee's responsibilities and “powers” when delegating the task. Then, announce to the rest of the team the authority given to your employee.
5 – Provide the appropriate level of support and guidance
Be clear about the resources your employee has to successfully complete their mission. Let them know what degree of help the manager is willing to provide.
If necessary, don't hesitate to train your employee to give them greater autonomy in performing the delegated task.
6 – Monitor the delegation process
Stay informed about the progress of the delegation process. Ask for regular “reporting”, even oral and/or informal.
Maintain open and objective communication, based on facts and results, with your employee.
7 – Evaluate the performance of the delegation process
Have a debriefing with your subordinate.
Compare the results with the objectives. Analyze the gap, and question your employee about any variances.
Then evaluate your employee's behavior:
Did they behave in accordance with the level of responsibility and authority granted?
Will you be able to entrust them with more responsibilities next time?
Were they disappointing? Why?
End the process by providing constructive criticism, supporting your comments with the facts and results of the work, whether favorable or unfavorable.
Matthieu-tranvan.fr
Posted on June 7, 2013.
