How to delegate: the best procedures, and difficulties (part 2)

In one of our previous articles, we discussed delegation as a process of successful time management. Today we will continue to observe this issue and discuss who to delegate to and what difficulties you may face.

To whom should I delegate the work?

Sociologists identify several types of team members and depending on their psycho types, you can decide who to delegate which tasks.

Communication manager

How to recognize him? He is quite friendly and always aware of anything that occurs inside the team. He also enjoys communication. He explains tasks well and manages their execution best in a collaborative setting, but he does worse on his own.

What shall I delegate? Since communication is a messenger's strongest point, tasks like negotiating, calling clients, and brainstorming can be securely delegated to him.

Straight-A manager

This manager is very knowledgeable, and careful, and performs best by himself. He won't stop till the ideal outcome is obtained.

What shall I delegate? Perfectionism is more of a disadvantage while performing creative things. Therefore, it is preferable to delegate long and tedious tasks that have a measurable outcome.

Research Manager

How to recognize him? He eagerly accepts any new challenge, is unafraid of difficulties, and adores innovation. However, if he gets caught up in other exciting work, he can forget about the deadline.

What shall I delegate? Complex creative challenges that call for unconventional solutions.

General manager

How to recognize him? You shouldn't count on him to come up with ground-breaking solutions or to be meticulous, but he does finish all of his duties on time.

What shall I delegate? Regular activities like reviewing researcher projects, filling up reports, and updating the task list might be assigned to them because they want consistency above everything else.

So, now that we know how to assign tasks appropriately and to whom to assign them, it's time to warn against common mistakes.

Popular Delegation Mistakes

Delegate tasks that you do not understand

Some mistakenly believe that to delegate means transferring to someone else tasks that you do not understand yourself. This is fundamentally wrong. Delegating - assigning to another specialist those tasks that you could do yourself, but do not fit into your schedule.

To review the results with your assistance afterward, you must be familiar with the duties that you delegate. We discussed the SMART technique above; without a thorough comprehension of its principles, it is unlikely that you would be able to explain the task to an employee in a clear and concise manner.

Not to ask the employee if he understood the task

The most important thing is to be sure you ask the employee for feedback and see if there are any unanswered questions after giving them the work. Even if you used the SMART concept to properly explain the work, there is still a chance that the other person would misunderstand it. If everything is well and you are certain that the employee understands the work, reassure them that they can approach you with any questions if something is unclear.

Full control of the employee

A delegation is a trust. There is no need to continually check in on the employee, examine intermediate results, or inquire about the task's progress. Make it a rule that you won't interact with the processes until the deadline if you delegate. As a result, your staff will develop independence while you actually handle everything. Only participate in the process if the employee specifically requests it.

Delegate all duties in a random manner

In the absence of time, we want to delegate any new tasks. Unfortunately, it is quite difficult to delegate new tasks. There is a possibility that only you can complete this new mission. Review the list of previous tasks if you seriously lack the time to take on a new one; perhaps one of them is simpler than the others and can be delegated, freeing up your time.

Do not keep track of tasks when you delegate

Many CEOs and managers still prefer a notepad or even just rely on their memory, despite the growing usage of task organizers. Delegation does not operate in this manner, of course, if you are serious about creating effective workflows.

Specialized programs that let you keep track of job deadlines are essential for managing delegation. To be in charge of the results, add each duty that was given to a performer and make a reminder for yourself for that day.

Forget about motivation

Delegation may be viewed by an employee in one of two ways: either as an increase in confidence in him or as a new, difficult task for which no one would compensate him. Motivate staff members to prevent the second. Show how vital this assistance is to you, how it will benefit employees' talents, and what fascinating new duties they will take on if you are unable to do this financially.

Criticize

Criticism takes place in feedback. But spell it right. But even if you see significant flaws in the work, you do not need to start giving feedback on them. Use the "sandwich" principle - first note what was done right, give an overall assessment of the task, and only then point out the shortcomings. Let's edit as specifically as possible, based not on our own taste, but on the desired goal.

When you finish your feedback, once again focus on the positives and offer advice on how to further improve what you are doing well.

You can always delegate your tasks on Insolvo in just one moment, just post a task.