DELEGATING

What is Delegating: Assigning a task and the responsibility for the completion of the task to someone else.

What Would be a Logical Reason to Delegate? You do not have the time to complete all of your obligations. Delegating allows you to complete your work load and not get discouraged because you are falling behind. Someone else has more expertise for this task than you do. They will get it accomplished faster and with a lower probability of error. Someone else has greater resources to see the task is completed successfully. Without the proper commitment of resources, you would most likely fail in spite of your best efforts.

What Would be a Logical Reason to Delegate? This is an opportunity to develop and enhance another person’s abilities. Cross training is key to long term success. The other individual is bored and wants an activity to do. This helps alleviate job boredom which is a common reason why people quit their jobs. The other individual has a specific interest in the activity. Being allowed to work on a task you find intriguing is motivational.

Symptoms of Poor Delegation: Deadlines are frequently missed. Some employees are busier than others. No one in the work group is ready for promotion Employee decisions are often overruled or criticized. No one seems to know who is in charge. Decision-making is slow. Changes in plans and objectives are not passed on to subordinates with a need to know. The supervisor commonly intervenes. Employees are bored.

Deciding What to Delegate: Decisions you make frequently and are routine. Functions within your technical specialty. These are operating tasks, not management tasks. Tasks for which you are least qualified. Tasks you dislike. We commonly put off tasks we dislike. There may well be someone else that would like to do it. Providing learning experiences for others. Assignments that will provide variety to other’s work. Tasks that will increase the number of people that can perform a task.

Targeted Delegation: Only you can do it because only you have the certification or a license. You should do it but others can help. You can do it but others will if given a chance. Others should do it, but you can help if necessary. Others must do it because only they have the certification or license.

Who do you Delegate to? Does the work belong to a particular position? Who has the interest or ability? Who has the time?

Delegation Checklist: I have reviewed my job and analyzed: My duties and responsibilities. Management tasks versus operating tasks. The assignments I can delegate. I have planned the delegation & considered: The objectives to be accomplished. Completion dates. Standards to be met. The amount of authority necessary. The budget and resources. What feedback I expect. The person to accomplish the task.

Delegation Checklist Continued: I have selected the designee after considering: To whom the work logically belongs. Who has the interest or ability. Who the assignment will help develop. Who has been overlooked in the past. Who is the best qualified. Who has the time. Who will do the job best.

Delegation Checklist Continued: When I communicate the delegation, I will: Describe the task and results expected. Agree on standards and timetables. Determine training needs. State the amount and frequency of feedback. Define parameters and resources. Spell out the level of authority. Tell others who is in charge.

Delegation Checklist Continued: I will follow through by: Setting review schedules. Supporting the employee. Recognize achievement. Intervene only if necessary.

Delegation has Powerful Benefits: You gain control. Reduce stress. Strength on strength. Prepare for promotion. Create job satisfaction. Create self esteem. Establish teamwork.

Giving the Assignment: Give practice assignments. Don’t expect mind readers, be specific. Explain why it must be done. Provide resources. Clarify the limits of authority.