Decide what to delegate
This is all about understanding what the task actually is and which parts can be delegated.
Pick the right people
You will only know which people to delegate to if you have a really good knowledge of your staff’s skills and capabilities – if this is lacking find out.
Communicate clearly
Never assume that your staff know what is being delegated to them. Don’t be afraid of spending a few minutes asking questions about their understanding and ensure they fully know what is required of them and any deadlines.
Check in, but don’t be overbearing
As a manager it is so important to check in with individuals who have had tasks delegated to them. However, try not to micromanage them as this can lead to being de-motivated.
Be patient and show understanding
If you have delegated a new task it is important that you are patient and supportive, especially if the task takes the individual a little longer to complete it. Everyone has to start somewhere!
Give recognition and credit where due
This is so often overlooked by managers and leaders. If an individual does something well take time to let them have some positive feedback. We all need recognition to help us keep our motivation levels up!
Use coaching regularly and make it a habit
Using a style that coaches individuals will help them grow and develop and will be a lot more productive than an autocratic, dictatorial one. Helping staff to be solution focused will minimise the dependency on you as the manager and enable you all to do the roles you are paid to do.
Invest your time with your staff and you will benefit
Everyone has to learn so the more you can invest in your staff, the more they will grow in their skills, knowledge and experience – which will eventually lead to a win-win for both of you.
“The art of delegation is absolutely key”
Richard Branson