Delegation in management
Step 2: Decide who to delegate to When deciding which team member to delegate certain tasks to, good leaders consider and balance important factors such as individual skill sets, workloads and opportunities for developing others, as well as promoting team synergy and productivity.
Be patient, and do not look for mistakes. This is because you are an expert in the field and the person you have delegated to is still learning. Feedback and review remain helpful and important, although the relationship is more likely one of mentoring, rather than coaching per se.
The factors to consider here include: The experience, knowledge and skills of the individual as they apply to the delegated task.
How to provide helpful and effective feedback. Does the person have time to take on more work? Gradually step back when you see that he is mastering the task.
And if the task is complex and has parts or stages, what are the priorities? What are they going to get out of it?
Importance of delegation in management
Delegation takes place when a manager grants some of his powers to subordinates. If you want to be successful as a leader, it is important to realise early in your management career that you cannot achieve your goals alone. Be creative in choosing levels of given responsibility, and always check with the other person that they are comfortable with your chosen level. Begin with the end in mind and specify the desired results. Consider resources required Discuss and agree what is required to get the job done. Setting clear objectives and measures. Focus on results. Do not leave the person to inform your own peers of their new responsibility. The subordinates should be encouraged to take up more responsibilities and they will have more respect for the superiors and their ability. Then, put reminders or processes in place so that each time new work comes into your department, you ask yourself whether you can delegate it. It would even be fun! Again, this level is helpful in growing and defining coaching and development relationships. They are not confident of the qualities of subordinates and do not want to take risks. There are many more shades of grey between these black-and-white examples.
Where are the lines of authority, responsibility and accountability? When they successfully complete their assigned task, it will encourage them to take on new tasks with confidence. What knowledge, skills and attitude does the person already have?
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