How do you know what to delegate?

What to delegate and what not to delegate in an organization

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.

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.

When to delegate a task?

As we talked about in the laws of time, you have to delegate urgent but not important tasks or tasks that are neither urgent nor important. Always delegate the work, not the responsibility.

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What is delegating activities to a team?

Delegation means transferring responsibilities and assigning authority to a person to carry out certain activities. Throughout the delegation process, in order for it to be successful, it is essential to transmit confidence to the person to whom the activities are entrusted.

Knowing how to delegate characteristics

At CEDEC we believe that knowing how to delegate is an essential quality of a good leadership, since it allows to take better advantage of the talent present in the company, increasing at the same time the commitment of the employees. That is why we share this article from Cepyme News where some recommendations are given to learn how to delegate work effectively.

The first thing to keep in mind is that delegating does not mean telling someone else what to do, but transferring part of the work -including decision-making- to another professional. This frees up time to better perform the tasks at hand, while at the same time taking advantage of the creativity and skills of each team member.

Probably the hardest part is knowing when (and how much) to delegate. While most leaders can assign tasks without a problem, they are less clear about when to relinquish some control over a project to an employee.

To determine this, you need to be clear about how much direction you need over the situation, and above all, you need to know the skills of each team member well enough to know how and when to use them to improve the end result.

What is delegating to a leader?

It means involving others in the responsibility for results, giving someone else the freedom to make decisions on how to achieve those results. It means trust, focusing on the results, not the process, and offering guidance and advice without interfering.

What is task shifting in technology?

The delegation of functions consists of transmitting to the technical means and systems, the actions that people normally perform with their bodies, in order to facilitate operations.

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What does delegation skill mean and how should it be done?

In very simple terms: delegating is about having the ability to assign specific responsibility to the right person, at the right time and in the right way. So there are two ways: either you can do the work yourself, or you can assign it to someone else.


3.3k Views Delegating tasks has become one of the biggest challenges for people who share teamwork. Because of the eagerness to have control, to not lose detail, and in many cases, because of the behavior of having everything done “my” way, many people suffer in solitude the disappointments and frustrations when the work does not reach the objectives.

Hans Finzel, in his book Leaders, Their 10 Most Common Mistakes, lists some more reasons why leaders do not want to let go: “Fear of losing their authority, fear that the job will not be done correctly, fear that the job will be done better, fear of depending on others, reluctance to invest time, and lack of training and positive experiences”.

It is important to distinguish that delegating is not the same as giving an order, so it is necessary to think of it as the process of delegating effectively. And it is so because it has several successive stages that, if followed to the letter, will produce highly positive results.

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 overloading yourself, makes the process more streamlined, and allows employees to grow and contribute more to the business.

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.

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How can a leader delegate efficiently in an organization?

Choosing the most appropriate professionals. This is the most important step, since the success of this measure depends on the choice of the employees to be delegated. Generally, leaders rely on employees who have previously proven their effectiveness, responsibility and commitment.

Knowing how to delegate from a leader

The feeling of loss of control, distrust in collaborators and the insecurity of being overtaken are some of the fears that stop leaders from delegating functions to their collaborators.

According to a survey by the Hay Group consulting firm, answered by 3,500 managers in Mexico, only 42% encourage the delegation of functions to their employees, while 73% tend to avoid it (the difference as to why they do not give 100% is due to some cases in which managers combine the two styles).

Delegating, the experts agreed, is not about giving orders, but about handing over responsibility for certain tasks that have a specific objective, while at the same time allowing the employee to whom it is delegated to imprint his or her own style.

Organizations not only expect their leaders to generate benefits, they also look for them to be trainers of other leaders; therefore, a manager or executive who delegates and has confidence in his team will have better development within the company.