Delegation Skills For Effective Managers

You can achieve new levels of success when you delegate appropriate workload effectively.

Successful managers perfect the art of delegation, while the average manager desperately clings to jobs that are important, but should ideally be left to other key players in their team.

Experience shows that most of the time managers refuse to delegate work because they wonder how they will fill the spare time they might end up with.

To build your motivation about delegating is to be able to recognize the value of the time you will gain.

So, it’s important to spend some time before you embark on a ‘delegating-spree’, by understanding how you will utilize the time gained in delivering the real needs of your role.

  • Think about the challenges you will be able to spend time overcoming
  • The value you can give back to your people, by spending more time with them
  • The new learning they will gain as they develop new skills

Why Delegate?

There are two primary reasons for delegating.

Firstly, delegating suitable tasks allows you to save your expensive time and utilize it for tasks that can prove to be more economically productive. By working on more relevant tasks rather than being tied down by lower level activities, you will earn your keep better.

Secondly, (and at least as importantly), ‘dynamic’ delegation allows you to develop your people by increasing their skills, their individuality and their areas of responsibility.

The key for all this lies in good delegation.

Poor delegation can lead to a number of problems that include it being done badly, done erroneously, or worse, not being done at all. Not to say demotivating your people along the way!

Causes Of Poor Delegation

“I Can Do It Better”

Everyone is familiar with this kind of thinking. Most managers assume that if they ask someone else to do something, they could have to redo the work because it wouldn’t be done ‘properly’.

This is usually the result of either poor communication on your part or because you recruited people who were not suited for the job you assigned them to.

“Too Hard to Pass Teach”

This is very familiar as well. Managers sometimes presume that it would more time consuming and strenuous to train other people. Hence they do the work themselves.

This might be true initially, but once the delegatee is trained, the amount of work that gets done will prove how worthwhile the process actually is.

“Insufficient Time”

Sometimes employees are all occupied with assignments of their own and it seems impossible to give them more work to do. This is where work pressure needs to be reduced where possible, by streamlining what they are each doing as well!

An it’s worth ensuring that you assign individuals to work based on their skills and credentials.

“Wrong People”

Sometimes, the people who are working for us are not suited for their job titles. This too can be a major cause for failure of delegation, because the individuals aren’t actually up to it.

“Poor Communication”

If you find your employees doing something that turns out to be almost the opposite of what we had assigned them in the first place, it’s likely that it’s down to poor quality of information. After going over the details make the delegatee summarize, so that both are sure they have understood correctly.

And, it’s worth ‘keeping an eye’ on progress, especially at the start of a project.

“Inadequate Timeframe”

Never wait until the last moment to delegate tasks. Work to create a habit of taking steps sooner than later. It’s fairer to your people, means less ongoing problems and encourages successful outcomes.

Delegation must be introduced when there is enough time, not when time is short – especially to start with.

Effective delegation will assist the even distribution of both your time and your efforts. It will develop your team and make it stronger, more valuable, more efficient and trustworthy.

If you want your production to succeed, you should put in more time on efforts that produce and less on those that are mainly administrative and/or tasks that others.

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