Getting the job done!

     Like many of you, I participate in professional and civic organizations.  During the last week, I noticed that people were struggling with the same issue.  That issue was delegating tasks.  Several reasons for people not using this skill include a fear that they will be perceived as being lazy and having a poor work ethic; that the task will not be performed properly and finally because they had a bad experience with delegating. 
     There are three tiers in the corporate ladder.  These tiers are technical skills, people skills and finally leadership.  Extensive training is available to acquire technical skills in a safe environment but the acquisition of people skills can only be gained by having experience.  The ability to delegate is a critical people skill.  It requires you to communicate effective, understand the human condition (motivators) and teach.  Learning to delegate is difficult because most people do not know how to do it properly.  Being able to delegate creates a win/win situation on the job which is great for you.  As your work responsibilities increase your ability to manage your time and workload is critical.  Being able to delegate a project that is not critical for you have a "hands on" presence can allow you to work on more critical issues.  It allows you to grew and develop your staff by assigning them new responsibilities.   
      When you ask people, what is the major problem with delegating an assignment?   It is the fear that the task will not be done properly.  People attempt to address this concern by "nagging" or managing by being MIA.  Neither approach is successful and both can be avoided.    
       The clue to proper delegation is in the work itself:
Define your role in the task.  Ask yourself, if your involvement is critical?  Do your superiors perceive your
    role in this task as critical?  If the answer to either question is yes, then do not under any circumstance
    delegate the task.
Evaluate your employees.  Make sure they are ready and willing to assume this task.  Ask yourself, what
   will the successful completion of this task mean to this person?  How will they be perceived by their
   peers?  What are the unwritten expectations if they are not successful?  Do they understand your reasons
  for delegating the task and that you are still involved?
List the desired results and time lines.  By being clear of your expectations and needs, you will be able to
   communicate them to your subordinate. 
Explain the 'environment' to your employee.   They need to know how this task fits into the mission of the
   organization.  This includes the purpose of the project, who will get the results and how the results will be
   used.  Don't be afraid to explain how this task will impact you, the Team as well as the employee
Grant them the authority to make and implement decisions.  Are there financial or other possible restrictions,
   then determine how much authority they will have or a procedure for them to obtain your approval.
Assure the employee that they will have your full support.  If upper management is monitoring this project,
    let them know that their support is available. 
Train the person in areas in which they are not proficient.  Arrange a time and place for the training so that
   the person will have these skills at the appropriate time.
Establish a timeline for regular communication and the format in which progress reports should be made.

In order to learn how to delegate effectively, use it in volunteer activities.  Once you feel comfortable with your skills in this area then implement them in the work place.  If you need help understanding your role, expectations or just letting go, contact me for assistance.