Delegate to progress

Delegating well is more than giving the tasks you do not want to do to others; it is an art that requires adaptability to change and good interpersonal skills.
Delegating is as useful if you run a business team as if you are self-employed and have staff to support you or if you are a parent.
Some good reasons to delegate
The most obvious benefit of delegating is to save time in your own work. It is worthwhile to take a little time to delegate in order to win in the longer term. The successful delegate invests time before defining the work well, while communicating expectations well and then giving feedback and reviewing learning.
Delegating allows you to focus on your strengths and use your potential where it has more value and utility.
If there was only one good reason to delegate, it would be that this act gives the opportunity to all the people involved to develop and progress. The delegate learns this new skill that is not always natural to become a better leader. The person being delegated has the chance to take responsibility, develop technical skills related to the task as well as human relations, take initiatives and be creative, motivated, improve self-confidence and self-reliance.
In a typical workplace, if there is no delegation, talent is underused or underdeveloped, and people who have difficulty delegating are overused and exhausted. They accept more tasks than their board can take and often, it will impinge on non-work activities such as sleep, family, relaxation, recreation.
Delegation is not only about learning new skills or techniques to assign work, it is also about adaptability and openness to change of perception.
What can prevent a leader from delegating?
(assuming he has the technical capabilities)
He does not want to give up his power (to reframe: he does not lose his power, he shares his power).
He accumulates tasks to justify his position.
He says it’s easier and faster to do it himself (in the short term maybe, but not in the long run).
He sees the delegation as giving others the work to do in his place (if he delegates, he sees himself as lazy or selfish).
He has difficulty trusting someone else’s work (“No one can do it as well as I do.”).
He perceives that he loses value or importance if he delegates (“I am supposed to be the expert, what will people think if I ask for help?”).
He is afraid to depend on others, he wants to remain independent (“I want and I can do it alone.”).
How to delegate effectively?
The first question to ask yourself before delegating:
Who is the best person to do this job and what does it take for me to succeed?
It is important to take the time to think carefully about what you want to delegate and to focus on the expected outcome rather than the process to allow the person to be delegated to develop and take care of themselves. ‘autonomy.
Demonstrating trust in others gives them the opportunity to shine and do better work.
When communicating, the key elements to describe are the result, the deadline, the priority and the importance.
For example: “I need a comparison report between 3 products on the following 6 criteria for 10 am tomorrow morning. This is very important for analyzing the file of such a client, but does not spend more than 2 hours; it’s an internal working document only. ”
Keeping track of what has been delegated and providing feedback by anchoring the learning well closes the loop of this subtle art!

Leave a Reply