Why delegate?
Delegation allows you to decrease your workload, freeing you to concentrate on the tasks that matter most.
Entrusting your team members with a new responsibility helps them to build on their existing skills and experience.
Performing delegated tasks allows team members to vary their day-to-day schedule, leading to increased motivation and commitment.
KAPOW! - "No man will make a great leader who wants to do it all himself." - Andrew Carnegie
When to delegate
You have a heavy workload.
A team member is motivated and possesses the necessary skills to take on a new responsibility.
A team member can gain valuable skills and experience by carrying out a delegated task.
When not to delegate
You have little personal interest in a particular task.
A team member lacks the motivation and experience to perform a task effectively.
The work has already been identified as your responsibility.
Types of delegator
The Autocrat: Likes to to centralise control and decision-making, requesting little input from team members.
Strengths: Decisions are made quickly and work is carried out on time.
Weaknesses: Team members don’t feel invested in the work of the organisation.
The Democrat: Encourages participation from team members, empowering them to assume responsibility for a task.
Strengths: Job satisfaction and productivity is typically higher among team members.
Weaknesses: Decision-making can be slow and team members may not have the necessary skills to perform a task effectively.
KAPOW! - “Only do what only you can do.” - Paul Sloane, Business Author
The Abdicator: Unlike democratic leaders, abdicators completely absolve themselves of responsibility for a delegated task.
Strengths: Highly skilled team members may relish the opportunity to take full ownership of a task.
Weaknesses: The quality of completed work may be inconsistent and team members may feel they lack the necessary support.
The Perfectionist: Perfectionists find it difficult to delegate work, convinced that only they know how to get a job done properly.
Strengths: Work is generally completed to a high standard.
Weaknesses: Deadlines can be missed and team members have little opportunity to acquire new skills.
How to be a Super-Delegator
Don’t be afraid to give up control of tasks that others have the skills to perform.
Understand that circumstances often dictate which approach will be most effective when delegating a task.
Try to strike a balance between total control and absolute freedom.
Match the delegated task to a team member who has the necessary skills and experience.
Give experienced team members space and ensure new staff have the support they need.
Provide staff with the tools they need to perform a delegated task.
Establish a clear objective and time-frame for delegated tasks.
Maintain open lines of communication and offer constructive feedback to team members.
Remember there are some things that can’t be delegated; sometimes you are the best person for the job.
References
Holden Leadership Center, ‘Delegating Responsibility’. Available at: http://leadership.uoregon.edu/resources/exercises_tips/skills/delegating_responsibility
University of Aberdeen, ‘Autocratic/Democratic Leader’. Available at: http://www.abdn.ac.uk/develop/managers/autocraticdemocratic-leader-301.php
Commentaires