How to Make a Successful Delegate (Distribution of Tasks)?
In Which Situations Should Delegate (Distribution of Tasks) Be Done? Why Do People Avoid Distribution of Tasks? To Whom and How Should Task Distribution Be Done?
Are you overly stressed? Are you unable to complete your work? Do you feel that you are crushed under a heavy load that you have more difficulty carrying every day? Or did you realize that despite all your hard work, you could not make a barley-long way in your career? If your answer to our questions is yes, it is time to refresh your delegation skills.
Working alone, you can only handle a limited number of jobs. Because you can only work a few hours a day, which is sure to have countless tasks that are essential to complete during those hours. And there are countless employees in a workplace where you can either ease the workload or help them fulfill their responsibilities by completing only your share of tasks. Unfortunately, your success is limited as the number of people you can help during the day is limited.
However, if you are good at your job, people will want a lot more from you. This fact can cause you to feel serious pressure and increase your workload: You cannot do whatever is asked of you, making you stressed, unhappy, and a person who always feels disappointed with the people around you.
On the other side of the coin, it cannot be said that there is such a bad picture, because when you find a way to eliminate this pressure, the doors of the world of opportunity will open wide - which means you can really succeed.
One of the most common ways to deal with this intense pressure is to learn how to transfer your business to other people. If you do the delegation job well, you can build a team of strong and successful people, and you will not have trouble meeting the demands of others. It is precisely for these reasons that delegation is an extremely important skill and must be acquired.
In Which Situations Should Delegation (Distribution of Tasks) Be Done?
Authorization is an activity that will be profitable for both parties when done properly, but that doesn't mean you can delegate whatever business comes to your mind. There are five basic questions you should ask yourself to determine the best time to allocate tasks:
* Does anyone else have the knowledge or expertise required to complete the task? Is this a task that someone else can do, or is it critically important to do it yourself?
* Does the task offer someone else the opportunity to develop skills?
* Is this a task you might encounter similar ones in the future?
* Do you have enough time to start an effective authorization process for this business? You should have enough time for training, question and answer process, operational control and, when necessary, to start the process from scratch.
* Is this task a task that will require you to empower others? Some tasks critical to long-term success (such as recruiting the right people for your team) will require your particular attention.
* If you can answer "yes" to at least some of the above questions, it is okay to start the task distribution process for the job in question.
Other factors that contribute to a task's negotiability are:
1. Project timelines / delivery dates.
How much time is there to complete the job?
Do you have enough time to do the job again in case of a setback?
What are the possible consequences of not completing the job on time?
2. Your expectations or goals regarding the project or task:
How important is it that the results are of the highest possible quality?
Is a "sufficient" result good enough?
Does any failure mean that a critical or even dire result has been achieved?
How much does your failure affect other things?
But remember, even the presence of all these conditions does not guarantee successful completion of an authorized task. You also need to think carefully about to whom you will delegate the task and how to do it.
Why Do People Avoid Distribution of Tasks?
Before talking about what a proper delegation should look like, you need to understand why people avoid it. The answer is very simple, people avoid giving others the power to run a business because it involves a lot of effort that you will have to invest.
Think about it… Which is easier: designing or writing content for a brochure promoting a new service you are leading, or outsourcing it to other members of your team? In such a scenario, you represent the party that knows the input and output of the job. So much so that you can publish benefit statements regarding the product even during your sleep. Therefore, it will be much easier for you to prepare a brochure. It can even be considered fun. So it would be best for you to do this job, right? But the real question is, "How correct is it to spend your time on this?"
On the surface, although it may seem much easier to undertake the work yourself than to explain the strategy behind the scenes to someone else, there are two important factors that prove that it is a better idea to delegate the task to someone else:
First of all, if you have the ability to run a new campaign, there is a possibility that your skill will be used to further develop the current strategy, perhaps to generate different or new ideas, which means you will need time, and when you take on the job yourself, you will not be able to use your time in the most efficient way.
Second, by involving - meaningfully - other people on the project, you also develop the skills and abilities of these people. This means that the next time a similar project arrives, you can blindly authorize the same people for that task.
Empowerment allows you to use your time and skills in the best and most efficient way. In this way, you help your team members develop themselves so that they can work in a way that fully reveals their potential within the company.
To Whom and How Should Task Distribution Be Done?
Once you decide to delegate a task to any of your employees, there are many different factors that you may need to consider.
So, how is the right person determined in the task distribution process? The main factors to consider at this point are:
1. The experience, knowledge and skills of the person deemed suitable for distribution of power.
What are the current knowledge, skills and attitudes of the person who will undertake the task?
Do you have enough time and resources to provide this person with the necessary training?
2. The individual's preferred work style
To what extent does the person work independently?
What are the person's career goals?
What are the person's long-term goals or interests, and how well are they in line with the business you intend to empower?
3. The current workload of the individual
Does the person have enough time to work more?
Will the person's undertaking this task necessitate changing the responsibilities or workload of others?
When you give someone a mandate, you may find that it takes much longer than you expected to complete their task. This is because you are an expert in this field, but the person you have authorized is still in the learning process. Be patient; If you choose the right person to be authorized and give this person exactly the right responsibility, you will see that he will make rapid progress and become an extremely reliable employee in a short time.
How to Distribution of Tasks?
You can follow the steps below to successfully overcome the authorization process:
1. State clearly the desired result. Start by voicing the end in your mind and feel free to describe the results you want to see.
2. Define the restrictions and limitations clearly. What are the limitations regarding authority, responsibility and accountability? In case of a problem, your delegate:
Should he wait to be told by his superiors what to do?
Should he ask himself what to do?
Should he seek advice on what to do and then act?
Or should he act as soon as possible and then report the results immediately?
Should he act and report periodically?
3. If possible, involve your staff in the delegation process. Let them decide what tasks will be assigned to them and when.
4. Match the amount of responsibility with the amount of authorization. Understand that you may be able to delegate some responsibilities, but not final accountability. Remember, it's always done!
5. Make a breakdown of tasks for the lowest possible level of organization. People who are at the heart of a job are best suited for the task in question because they have the most sincere and essential knowledge of the details of operation. This kind of attitude also increases workplace productivity and helps people's personal development.
6. Provide adequate support and be prepared to answer any questions in mind. Ensure the success of the project through an ongoing communication and monitoring process and the provision of funds or credits.
7. Focus on the results. Instead of getting stuck with unnecessary details about how the job should be done, ask yourself what has been achieved so far: The path you choose may not always be the only, or even the best, way! Let people control their own methods and processes. This increases success and makes it easier for you to develop a sense of trust in others.
8. Avoid “giving overpersonal powers”. Do not let the person reassign responsibility in the event of a problem: listen to the person's suggestions for solutions rather than focusing on finding answers to problems.
9. Build a sense of motivation and commitment. Discuss how success will affect financial gains, future opportunities, informal recognition, and other desired results. Ensure the recognition of your employee - especially where they deserve.
10. Set up and protect your control system.
Think over timelines and deadlines.
Agree to create a checkpoint plan where you can review the progress of the project.
Make all necessary adjustments.
Take time to review all submitted work.
If you think through these key points before and during the delegation process, you will find that you can achieve a much more successful distribution of tasks.
Stay in Control
Be sure to properly inform your team after going through the steps above. Take enough time to explain why they were selected for the job, what is expected of them during the project, the project's goals, any timelines or deadlines, and the resources they can underline. Also, set up a schedule to check for updates on progress.
Finally, be sure to let your chosen team member know that you want to know when any operational issues arise and that you are ready to assist with any questions or advice they might have later in the work.
Every manager knows that he should not be micro-administrators. However, this does not mean that you will have to give up control completely: you have to strike the difficult balance between providing enough space for people to make the most of their talents to delegate effectively and simultaneously monitor the process and support employees when necessary. Because only in this way can you do a job correctly and effectively.