What do you do if you need to delegate tasks in the workplace using critical thinking skills?

1 Identify the tasks

The first step is to identify the tasks that need to be done and determine which ones you can delegate and which ones you should do yourself. To do this, you need to analyze the nature, complexity, urgency, and importance of each task. You can use tools like the Eisenhower matrix or the ABCDE method to prioritize and categorize your tasks based on these criteria. Generally, you should delegate tasks that are low in urgency and importance, but high in complexity or time-consuming. You should also delegate tasks that are repetitive, routine, or administrative, and focus on tasks that are strategic, creative, or innovative.

2 Choose the right person

The second step is to choose the right person for each task that you want to delegate. To do this, you need to evaluate the skills, knowledge, experience, and availability of your team members. You can use tools like the skill matrix or the competency model to assess and compare your team members' strengths and weaknesses. You should also consider their interests, preferences, and motivations, and how they fit with the task's requirements and objectives. Generally, you should delegate tasks to people who have the relevant expertise, capacity, and enthusiasm, and who can benefit from the learning opportunity.

3 Communicate clearly

The third step is to communicate clearly with the person you are delegating the task to. To do this, you need to explain the purpose, scope, and expectations of the task, and provide any necessary information, resources, or guidance. You can use tools like the SMART or CLEAR framework to define and communicate the specific, measurable, achievable, relevant, and time-bound goals of the task. You should also clarify the level of authority, responsibility, and accountability that the person has, and how you will monitor and evaluate their performance. Generally, you should communicate in a clear, concise, and respectful way, and encourage feedback and questions.

4 Delegate the task

The fourth step is to delegate the task to the person you have chosen and communicated with. To do this, you need to confirm their understanding, agreement, and commitment to the task, and provide any additional support or assistance they may need. You can use tools like the RACI or RAPID matrix to document and formalize the roles and responsibilities of each person involved in the task. You should also ensure that the person has the necessary access, resources, and authority to complete the task, and that they know how and when to report their progress and results.

5 Monitor the progress

The fifth step is to monitor the progress of the person you have delegated the task to. To do this, you need to establish and maintain regular and effective communication, and provide feedback, coaching, or mentoring as needed. You can use tools like the GROW or COACH model to structure and facilitate your feedback and coaching sessions. You should also track and measure the performance, outcomes, and impacts of the task, and adjust your expectations, guidance, or support accordingly. Generally, you should monitor the progress in a balanced and flexible way, and avoid micromanaging or interfering with the person's autonomy and creativity.

6 Evaluate the results

The sixth and final step is to evaluate the results of the person you have delegated the task to. To do this, you need to review and assess the quality, quantity, and timeliness of the task, and compare them with the initial goals and expectations. You can use tools like the KPI or OKR framework to quantify and qualify the results and achievements of the task. You should also acknowledge and appreciate the person's efforts, contributions, and learnings, and provide constructive and actionable feedback for improvement. Generally, you should evaluate the results in a fair and objective way, and celebrate and share the successes and lessons learned.

7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?