Do you have too much on your plate at work? Not enough hours in the day?
Constantly putting out fires? Always micromanaging your team? Too busy yet wish to accomplish more?
If you have problems like these then delegation should be part of your mitigation plan.
It’s the answer to many problems on the work front plus it empowers your team.
All successful leaders have learned how to delegate. Here’s some simple steps to get you there:
- Analyze the skills and strengths of your direct reports
- Assess all projects and tasks that you own
- Compare #1 and #2 to determine who on your team can take which tasks off your plate
- Develop a hand off strategy and target dates
- Obtain status updates
- Create a follow up and feedback loop
Let’s look at each step in a little more detail. If you’ve developed your team appropriately, you’ll know their skills and strengths. With that in mind, you then look at what’s on your plate and determine what you will hand off.
Assuming you’ve analyzed the skills and strengths of your direct reports and assessed the projects that you want to delegate, you then determine who will take what. Once you choose someone to delegate to you must develop a hand off strategy. This involves clearly communicating expectations, outcomes, milestones, and completion dates. Write down your expectations and answer any questions that come up so that you are both on the same page before getting started.
In addition to this initial communication, it is important to obtain status updates during the delegation lifecycle. Also, make yourself available to give and receive feedback, so things progress as planned.
Monitor your own actions to ensure you are not micromanaging. For example, if you are not satisfied with how things are progressing do not take the task back. Work with your direct report until they complete the task to your expectation. It may take a little longer than anticipated but it will be an important growth opportunity for them. It will also be an important lesson for you when learning to delegate.
Finally, perform one last evaluation of the outcome and give constructive feedback, praise, and document lessons learned. There may be challenges when delegating but if you use this strategy the process will go much smoother and it will empower and motivate your team.
Monique Daigneault - Founder of MD Consulting. Monique Daigneault is a seasoned Human Resources professional who brings to the table over three decades of corporate and entrepreneurial experience. As an executive coach and dynamic facilitator, Monique is known for her directive, yet collaborative, approach to leader development. She has the unique ability to build immediate trust and quickly get leaders into alignment with their true values and desired direction. Monique has developed an enhanced intuition based on years of corporate lessons learned and, coupled with her strong listening skills, guides leaders to solve their core pain points, be more influential, and have a higher impact in their organizations. Leaders benefit from practical and behavioral changes that are sustainable and measurable. Monique coaches senior leaders who want to increase their executive influence so that they can lead by example and have a higher impact on their team and within their organization. She is committed to working with those who are technically superior but need to improve their soft skills.
For more information on accomplishing more at work, email Monique Daigneault at firstname.lastname@example.org.