Delegation is a skill of which we have all heard - but which few understand. It can be used either as an excuse for dumping failure onto the shoulders of subordinates, or as a dynamic tool for motivating and training your team to realize their full potential.
- You have to know what it is you want to delegate (what is the job?)
- You have to know who to delegate to (who can do the job?)
- You have to dare to let go of the task (do I trust anyone else to do this?)
- You have to be able to specify what your expected result is (what is the product?)
- You have to ensure that the result is acceptable afterwards (Is this good enough?)
So you have figured out what to delegate and who to delegate to – and you have overcome your fear of actually doing it. How do you deliver the message?
- How does she understand the job?
- What does she need to do the job?
- What is the expectation YOU have to the result and how do you both know when it is good enough?
- When do you expect the delivery?
- Are the targets SMART (if applicable?)
- If you are delegating a decision or a responsibility – continue the discussion about the boundaries.
- Stay out of too much details on HOW TO do the job, but be available for coaching and support if needed.
- Agree on checkpoints and milestones.
And then: Let her get on with it. Yep, it’s back to the daring-to-let-go-discussion (step 3) – stay off.