What result do you want? The second step in delegation is to set performance standards. How will you measure to determine whether the job has been done properly or not? The third step is to determine a schedule and a deadline for getting the job done. The task-relevant maturity of your staff—how long they have been on the job and how competent they are—determines your method of delegation.
Low task-relevant maturity means they are new and inexperienced in the job. In this case, use a directive delegation style. Tell people exactly what you want them to do. Medium task-relevant maturity means staff has experience in the job; they know what they are doing.
In this case, use the effective, management by objectives delegation method. Tell people the end result that you want and then get out of their way and let them do it. High task-relevant maturity is when the staff person is completely experienced and competent. Your method of delegation in this case is simply, easy interaction. Pick the right person. Picking the wrong person for a key task is a major reason for failure.
Match the requirements of the job to the abilities of the person. Be sure that the person you delegate the task to is capable of doing the job. Delegate effectively to the right person. This frees you to do more things of higher value. The more of your essential tasks that you can teach and delegate to others, the greater the time you will have to do the things that only you can do.
Delegate smaller tasks to newer staff to build their confidence and competence. Delegate the entire job. One hundred percent responsibility for a task is a major performance motivator. The more often you assign responsibilities to the right people, the more competent they become.
Delegate clear outcomes. Make them measurable. Explain what is to be done, how you think it should be done, and the reasons for doing this job in the first place. Delegate with participation and discussion. Invite questions and be open to suggestions. There is a direct relationship between how much people are invited to talk about the job and how much they understand it, accept it, and become committed to it.
Delegate authority over the resources staff will need to fulfill the responsibility. Be clear about the time they have, the money they can spend, and the people they can call on to help them to do the job.
Once you have a full list of all your tasks and responsibilities, you will assign a level of delegation authority to each one. All team leader tasks fall along a scale of 1 to 5 representing the ability for that task to be delegated out to others.
Go through your list of tasks and assign each task a delegation level from 1 to 5. After determining what you should and could be delegating, the next step involves deciding which team member you should assign the responsibility. How do you know who you should delegate certain tasks to? The questions below can be used as a guide to help you determine who might be the best fit to complete each responsibility:.
The discussion kick starts the ongoing delegating relationship between you and your team member. Now that you've learned why to delegate, when to delegate, and how to delegate, you'll start noticing more and more delegation opportunities as new projects come up. These opportunities will help you gain trust in your employees and will help them reach their professional development goals. As a result, your organization will benefit in the long-run from the increase in institutional knowledge and team member confidence.
Delegating not only frees up your time, but demonstrates that you trust your team members, while empowering them and encouraging the development of their skills. In addition, it helps your team members believe that their jobs are important, meaningful and critical to the success of the team and organization. Most importantly, you are guiding your team members into becoming future leaders themselves! This blog was originally created by Dominique Giroux in early , and updated by Tom Place in March of Become a Partner About Us Contact Why Us?
Back to the Blog. Why to Delegate Most leadership roles involve a variety of tasks that — simply put — cannot all be completed by one person. Although optional, this template will help you take home what you've learned from this blog When to Delegate Before diving into how exactly to delegate , it's important to know when you should start delegating tasks.
Here are some signs that you need to start delegating some of your tasks and projects: You simply don't have time to complete all of the tasks laid out before you Someone else at the organization is better suited for a task You would like to help a team member gain more experience in a certain area New more important priorities surface, and you'd like to re-structure your time How to Delegate Delegating isn't something that comes naturally to most people, which is why we created our delegating template to help you through it.
To avoid this, set a schedule of check-ins at the beginning of the project and try to deviate from it only if absolutely necessary. Delegation is only successful with accountability. The person responsible for the task needs to be held accountable for its timely completion, accuracy, and results. A task well done should be recognized.
Both recognition and critique after a task are equally important. This is a BETA experience. You may opt-out by clicking here. More From Forbes. Nov 10, , pm EST. Nov 10, , am EST.
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