How to DELEGATE             

The ability to delegate is a mark of a leader. It’s the key to management – a good leader is a good delegator and a good facilitator. Good delegators are always in demand.

            The best people leaders pick good people to do what needs to be done and have enough sense and restraint to keep from meddling while they do it. (Tell people what you want doing, by when, and leave them to it.)

            Delegate challenging assignments in your area of responsibility. It’s a good way to develop, to test people and select them for advancement.       

            By delegating some of your time-consuming activities you will have more time for priority work, such as talking to staff and to clients.

            If you are unable to delegate you’ve probably got the wrong team about you so start replacing and recruiting.

A handful of tips on how to delegate

* Select tasks to be delegated

            First, make a list of your activities. What are your essential jobs?

            Which jobs are enjoyable but not absolutely essential?

            Which jobs take too much of your time.  Which ones could you delegate to make time?

* Choose the best person for the task

            Which member of your team is best qualified for the job? Will they have the time to take on a new task? Can they be relieved of some of their duties by sub-delegating? Will they benefit from the experience?

            Will it enrich their work and stimulate production?

            Select the most suitable person and discuss the situation with them.

* Promote the task

            First, highlight the challenges. Express your faith in the person’s ability to rise to the challenge of the new task.

            Tell them what’s at stake and how they fit into the big picture. What a unique opportunity they have and how the experience will benefit them. How the new task will provide an opportunity for them to develop new skills?

* Set out the rules clearly

            Set clear performance standards and explain the results you expect.

            Discuss guidelines. (If necessary, supply a model against which they can measure their performance.) Give them time to think about the new task and ask questions before they agree to it.

            Try to inspire their commitment.

* Keep the lines of communication open

            Make sure they know you are always available to help if problems arise they cannot solve. Encourage them to try to solve all problems first.

            Encourage feedback, and negotiate dates for regular progress reports.

            Tell people what you want doing, by when, and leave them to it.     

            Tell others about new situations and changing responsibilities as soon as possible.

–Geoffrey Moss (mossassociates.co.nz)

“Delegation means delegating responsibility, authority and accountability but still the buck stops with you.”

Source, “Secrets for New Managers”. A collection of guidelines and helpful advice, First published by  Moss Associates Ltd, New Zealand and Cengage Learning, Asia. Also available as an e-book from Amazon.com and VitalSource. Containing a decade of articles from ‘Today’s Manager’ the official publication of the Singapore Institute of Management.