But don’t pore over her numbers when you’re “just walking by,” or start discussing the second sentence in the fourth paragraph of the third page.Īlso, once you’ve delegated, it’s up to you to make sure that your employee isn’t using your guidance as a crutch. If she asks you where you usually pull the sales numbers from, that’s information you can share that will be helpful, as it points her in the right direction. For example, if you’ve asked someone to write up a report, stop by and see how it’s going. While you should answer questions and make sure the job is getting done, you shouldn’t weigh in on the small stuff (at least not yet)-especially if you aren’t being asked. I know it’s tempting, especially when you notice something you’d do differently, but remember: You’re not the one doing it. Once you hand a task off, resist the urge to micromanage. From there, they can decide how to tackle the task in order to fully meet your (and the company’s) expectations. Employees are much more successful when they can see the big picture, because they understand exactly how their part will fit into the overall goal. Then, provide that information to the person you’ve selected. Now, that doesn’t mean you need to decide how a given task will get done (that’s what you’re delegating!), but you should answer the following questions: What, specifically, are you asking for? Why does this need to be done? What is the best outcome? What is the deadline for the finished product? When the employee you choose has the skills (and time) for the delegated task, she’s more likely to succeed-and you’ll feel much more confident about letting her take over.īefore you start handing out tasks, it’s important to understand exactly what you’re assigning. On the other hand, if someone is overloaded with projects, she’s not going to do her best work, no matter how great she is. Putting her in charge of the next important project will fill her time with meaningful work and give her a chance to shine, which may provide a much needed boost in productivity. Perhaps someone hasn’t been handed a big task in a while and hasn’t seemed fully engaged. It’s also important to consider your employees’ current workloads. For example, if you’re delegating decisions about a conference event coming up, pick a person who consistently nails logistics and who’s good with vendors, or assign it to the person who has asked for the opportunity to take on a larger events planning role. This is the #1 rule when it comes to delegating: Assign tasks based on each person’s best skills, or-if appropriate-based on the skills people are trying to develop. Remember, even if you’re not completing tasks and projects yourself, you’re crucial to the end result. Plus, when you do have some spare time, you’ll be able to spend it coaching your team members one-on-one, which will make everyone more effective in the long run. It’s essential that you have time for the big-picture stuff: guiding your team’s projects, helping accomplish bigger goals, hiring the right people, and keeping processes flowing smoothly. Or, maybe you’re afraid that passing off too many tasks will make your position irrelevant-what are you supposed to do with a blank to-do list?ĭon’t worry about that situation, either. Part of your job description is to teach, guide, and train your employees, so they gain the skills necessary to complete tasks as well as (or better than) you. If you’re hesitant to delegate because you don’t think anyone else can do the task “right,” you haven’t done your job as a boss. Here’s how to set yourself up for successful delegation. If you’re a control freak, it’s time to step back and get some of those nagging tasks off your plate. Plus, as a bonus, you’ll free up some time to actually be the boss. But by delegating tasks to those around you, you can help them be more productive, provide them with opportunities to grow, and allow them to be an integral part of your company’s accomplishments-all part of your job as a manager. I know, I know-it’s hard to let go of control. Plus, that team of people you’re managing? Well, you have them for a reason. I’m guessing you don’t have that kind of time.
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