Getting Delegation Right, Every Time
Too many managers spend too much time correcting acts of Delegation, having failed to consider exactly what was needed and who the delegated task was given to.
This can be avoided by plenty of preparation and careful consideration of the following issues:
- Understanding and assessing the task itself: delegation done at speed, often in a crisis, leads to failure and yet more crisis and the task will not be completed in anything like the way you intended it to be.
- Clarify the objectives: what exactly do you want to be done? Make sure that these are set out as SMART (Specific, Measurable, Achievable, Realistic and Time-bound). If objectives are not SMART you have limited chance of success.
- Understand concerns, feelings and suggestions: never just steamroller your way through the process. Take quality time to make sure that the person being given the task gets the chance to ask questions and get clarification. Lack of clarification always leads to outcomes that you did not want or expect!
- Decide and agree on the goal or outcome needed; leave the conversation with all parties clear on what will be happening and what the outcome looks like. Clarity here is everything!
- Get involved but only if you have to: leave the member of staff to get on with the task and step back but be there for support if needed. Check on progress at regular intervals but do this from a distance so that it does not interfere with the work of the person doing the task.
- Review the process after the task has been completed: what learning points are there for you and the person who was delegated the task to do? Action these for next time!
The more time you spend planning out the delegation task, as above, the greater the chance of success.
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