How do you delegate employees?

Delegating work

Much has been written about the different profiles of great business leaders and the basic characteristics of business leadership. However, one of the essential parts of the work of any leader or team leader is often overlooked, namely, the ability to delegate tasks effectively.

Learning to delegate tasks and develop people can even be a good strategy to strengthen leadership, as long as this process is carried out in an orderly and consistent manner. New technologies make this much easier.

The delegation of functions consists of assigning to employees a part of the tasks that traditionally correspond to the management of teams or departments. These assignments can be temporary or indefinite and can lighten the managers’ workload.

Delegating involves recognizing the professional value of the employees who are given new responsibilities and whose commitment to the company is thus recognized. This is why delegation can be a powerful stimulus for employees, as a way of encouraging internal promotion.

Why is it delegated?

Sharing tasks is important to the success of any project, but in the business environment it is essential. Delegating roles and tasks keeps you from getting overloaded, makes the process more streamlined and allows employees to grow and contribute more to the business.

What is delegated and not delegated in the organization?

Let us be clear that what is delegated are objectives, tasks and, in particular, the powers and resources needed to fulfill the mission. Responsibility is not delegated, it is shared, because the person who delegates is and will continue to be responsible for the results of his people.

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What is delegation? How to delegate effectively, what are the main steps to do it correctly?

Delegating requires criteria, sense and strategy. The first step to delegate is to define very precisely what tasks or functions I want to delegate, what concrete actions the person to whom I am going to delegate must develop in order to properly execute that delegation, and to be clear about what I want to achieve with it.

What to delegate and what not to delegate

The art of management (administration) is the ability to delegate work through other people and not only doing the work by oneself. The task of the manager is to be able to think, analyze information, organize, plan, make strategic decisions. Delegating is an absolutely necessary action, because the manager “should not obey the work, but rather the work should obey him”.

Top management often tends to delegate a minimum of authority, arguing that the competence of the staff is insufficient or because of a lack of reliability. Minimal delegation leads to overburdening the manager with current problems. As for the stereotype: “it is easier to do it yourself than to explain”, in fact, explaining to staff and monitoring implementation takes longer than independent execution of the task, but only at the initial stage. With the growing experience of delegating work, staff acquire the necessary skills and quickly reach the level where it is already easier for them to do it.

How does delegation work?

Delegation is the process of sharing responsibility for results. Leaders determine the maximum objectives to be met and resources available, and then share and collaborate on the action plan.

What to delegate?

But delegating is not only about distributing tasks among team members. The leader must give feedback, set the guidelines and provide the information required to carry out the tasks assigned. … Once the task is done, the leader must recognize the work if it has been done properly.

Why should activities be delegated?

Delegating allows you to have a better focus, gaining time to dedicate to projects that require your particular skills and authority, or higher level tasks, specific to your position. … Define the activities to delegate: those that are time-consuming or in which you are not an expert.

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Dynamics for learning to delegate

Delegation builds trust, generates credibility within the team and reduces the stress of the manager’s workload. It creates unnecessary bottlenecks for the manager to be the person who understands everything in the team and how to do everything. If you can relinquish some of those areas and empower the team to take on different projects, you will have a positive impact.

Often, the biggest obstacle to effective delegation is the manager’s inability to let someone else do something they think they could do themselves. Be willing to acknowledge that you may have some issues with delegation that could be challenging for you.

When you figure out how to delegate tasks, take some time to figure out what you are asking your employees to do. Be very clear about what you are delegating. Many times, the reason we don’t delegate is because we are confused about what you really need to do, or we haven’t thought it through.

Effective delegation is a way to empower the team, so they also need to understand why they are doing it. You want to motivate the person, appeal to their mastery. They need to feel that they have what they need to do this for themselves and that they are doing it with a purpose.

Why is it necessary to delegate some functions?

By delegating what you don’t need to do personally, you free up time that can be valuable for other tasks that require your expertise and energy. Delegating increases your ability to work strategically and leaves time for planning, thus improving organizational systems.

What is delegation and why is it important?

The importance of delegating lies in the possibility of getting the best out of you and your team. … The process of delegating is the transmission of authority and ability to perform certain tasks from the person in charge to his subordinates.

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What is the delegation of a company?

The delegation of functions consists of assigning to employees a part of the tasks that traditionally correspond to the management of teams or departments. These assignments can be temporary or indefinite and help to lighten the managers’ workload.

Tools to delegate responsibilities

1st level: DIRECTIVE STYLE. It consists of giving orders or directing. This is when the leader clearly states how he wants things to be done and the results to be achieved. In this case, the leader gives priority to tasks over people. In other words, the leader is concerned above all with getting the job done effectively.

2nd level: PERSUASIVE STYLE. That is, the leader must find a balance between his own interest in relation to the tasks, with that of the people he manages. It is about saying how to do things, but simultaneously initiating dialogues and motivating the employee to participate and ask questions so that he/she knows well the task he/she is going to perform and above all how it will affect his/her environment. In this way, we make him/her see that this task must be performed, not for the mandate itself, but because it will have a positive impact on the rest of the organization. In this way, we get the person to be more participative and feel part of the organization for which he/she works.