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Delegation must be done in a spirit of sharing
The art of delegation is perhaps the most important skill for managers, yet many find it difficult or plain inconvenient to get others to do things. There may be a number of reasons why even efficient people find themselves balking when it comes to delegation. There are those who feel that the quickest way to get things done is to do it themselves. Others have tendency to be perfectionist or micromanage so much that they actually end up doing the job themselves. And yet others are so insecure that they resort to turf guarding, unwilling to part with knowledge or information in the fear that their own value may come down. But the fact is, effective delegation not only helps reduce your work pressure and stress overload as a manager but also ensures that the work gets done in time. It allows you to make the best use of your time and skills, and it helps you and other people in your team to grow and work together in a seamless manner. In order to successfully delegate a task, you need to ensure two things. The person to whom the task is delegated should know what you want. You must provide the authority and resources he needs to get things done. You must also be willing to follow-up, review and accept overall responsibility for executing the task. Here are some simple rules to follow when delegating: Discuss timelines and deadlines. Effective delegation takes time, management and preparation, so plan ahead and avoid the last minute deadline rush. When you give enough time for the job to get done, you get less stress and better quality results.
Always delegate directly to the people who do the work. By delegating work directly to those who are best suited for the task, you not only save on time, but you also can be sure that instructions will be followed, and the work will be done efficiently.
Focus on results. Concern yourself with what needs to be done rather than micromanaging how the work ought to be done. Set acceptable standards, and avoid hankering after perfection at everything. Forcing someone to redo work over and over to achieve perfection when it may not be needed is demoralising, wearisome and a sheer waste of time.
Build motivation and commitment. Offer words of encouragement and discuss the financial or other rewards that success may create for the stakeholders. Regularly communicate and review work in progress to ensure things are moving smoothly. Be available for your team. Delegation does not mean you can wash your hands off the job. Unlike assignment of task, when delegating a task, the ultimate responsibility for getting the job done still rests with you and you need to be there for your staff, supporting them, answering their questions, providing the resources they need and reviewing progress to ensure that the job gets done on time. In order to be effective, delegation must be carried out in a spirit of sharing and co-operation. When done successfully, delegation can reduce your work load, improve efficiency, enhance employee confidence levels, improve communication and build rapport among team members. By learning this very important skill not only will you be able to manage your own time effectively, but you will also be able to groom your staff to develop new skills and take on greater responsibility in the future, thereby ensuring that the team as a whole benefits.
BINDU SRIDHAR
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