How can you delegate effectively as a new manager?

Delegation should be about staff alignment and cohesion clarifying what needs attention. I believe in calling for “lightening round meetings” where staff weigh in on how they're managing their loads, catch the team up on their most current work and what they can additionally take on. Customary 60 second lightening round meetings work as an accountability and support check in time. For example, a team of 8 leaders will need no more than 8-10 minutes. You’ll see who's capable of taking on more so you can crystalize best moves. Everyone will be recognized for managing their loads and stresses and most often someone will jump in to take tasks off your hands. With regular lightening rounds, you'll seldom need to directly delegate.

In my experience, a useful approach is to create a 'Delegation Matrix'. This tool categorizes tasks based on urgency and importance, helping to identify what can be delegated. It not only helps in effectively delegating tasks but also in managing time and prioritizing work. It's an essential tool for new managers aiming to balance their workload while empowering their team.

The real test for the manager. Delegation of duties If the team size is small, then team members' interests and capabilities will help us to identify them or we can get volunteers. If the team consists of several members then the skill matrix, and previous records will help gauge the right mind. Every team member should be engaged no feelings of overloaded or underloaded.

To effectively delegate tasks, I use two methods: Method #1: Energy Audit — I start by listing all the tasks I handle. Next, I use a color-coding system: tasks that energize me are marked in green, while those that drain my energy are highlighted in red. The red-marked tasks are the ones I prioritize for delegation, ensuring I focus on activities that boost my energy and productivity. Method #2: Cost-Efficiency Analysis — Here, I determine my hourly rate based on my total annual income. The formula I use is: Rate to Delegate = Annual Income / 2000 hours / 4. This calculation helps me assess if a task can be completed by someone else at a quarter of my hourly rate. If so, I delegate it to someone to optimize both cost and efficiency.

This is the most difficult question: whom to delegate. If you have several team members and most are capable to handle the task, you can use the appropriate workload distribution method - so that no one is overloaded or under-loaded with tasks. However, if the number of delegatees is limited, use their interest in the task as a better barometer over their existing skillset. Seek volunteers rather than designating them.

Taking into account team members' existing commitments is crucial to prevent overloading individuals and causing burnout. It also helps in managing deadlines effectively.

Too many people delegate as a last resort, something they do once it's clear they don't have time to meet the deadline. If this is the case, it's abdication or dereliction of duty, neither of which is delegation. All that's happening is that you're unfairly passing the stress and pressure onto one of your team. The delegation process is 1) Identifying the task as soon as you're aware of it 2) Figuring out who needs to do the task for their development, or who is already competent and can do it. It's common for people to only look for a safe pair of hands. 3) Having the briefing conversation where objectives, standards and timelines are agreed not imposed. The person being delegated to then summarises so we're all on the same page.

Empowerment in delegation isn't just about assigning tasks; it's about delegating authority and fostering autonomy. One effective way to do this is through decision-making exercises. These exercises provide team members with scenarios that require them to make decisions, thus building their confidence and enhancing their ability to work independently.

As a new manager, mastering the art of delegation is crucial. But what comes after delegation is equally important: feedback. Not just any feedback, but comprehensive 360-Degree Feedback. This involves gathering insights from all stakeholders involved in or affected by the task. It's a powerful tool for continuous improvement, offering perspectives that traditional feedback methods might miss.

Your attitude, words, and, most importantly, your actions are all watched by the people you serve. If your personal standards are high, then your team will follow closely behind you as they know what is expected of them. You’ll serve others better when you model this type of behavior. Build and reinforce this spirit of servant leadership and encourage your team to hold you, and ultimately themselves, accountable for their actions.

I remind myself that "80% done by someone else is 100% freaking awesome". This approach not only streamlines my workload but also fosters a culture of trust and collaboration within my team. For instance, take report writing. While I might have a specific style, if a team member can capture the essential data and present it coherently, even if it's not in my exact style, that's a win. It frees up my time for tasks that require my unique expertise.