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.
I often hear that you want to be better at delegation. When I ask you what exactly is it that you want to get better at – what skill is it that you want to improve - you don’t know or you answer ”delegation.” Which is not a skill.
So it’s hard to train.
Here’s my take on this:
Delegation is a process that consists of 5 steps. Each step requires different skills or understanding:
- 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?)
Each one of you have different challenges with one or more of these steps, in a series of blog entries I’ll address each one of them.