Delegating tasks is a crucial skill for any people manager, but it can also be challenging and time-consuming. How can you delegate tasks more efficiently and effectively, without micromanaging, overloading, or confusing your team members? In this article, we will share some tips and best practices for delegating tasks in a way that boosts productivity, motivation, and trust.
Before you start delegating tasks, you need to have a clear overview of your own workload and priorities. Identify which tasks are urgent, important, or both, and which tasks are more routine, low-value, or can be done by someone else. Use a tool like the Eisenhower matrix to help you categorize your tasks and decide which ones to delegate, do, defer, or delete.
First response is, “ugh, this is such a missed opportunity as stated.” I would avoid the “low value assessment.” You risk giving your team busy work and de-motivating them. If it’s low value, consider not doing it. If it’s low value, why waste any resources on it? Take an opportunity approach instead. Delegate meaningful work to your team. Coach them up. Motivate them. You’ll be more likely to work yourself out of job and into a more senior one. Look at it is leadership development for your team.
To delegate tasks efficiently, clearly communicate expectations, provide necessary resources, match tasks to team members' strengths, and establish regular check-ins for updates and support. Effective delegation fosters collaboration and ensures tasks are completed successfully.
I love giving people opportunities in the team to learn more about my role. I like to ask team members if there is anything they would like to do or learn to do from my work list. I usually find this improves their motivation and gives an opportunity for a fresh pair of eyes to review and improve my processes. At the same time they are learning new skills which may help them in their future career.
Even if your workload isn’t too high, managers should always be looking to up-skill their workforce. By asking for “help” you gain multiple benefits. You get to find out who the naturally helpful people are (a great leadership quality), and the ambitious ones. You also create a culture where asking for help is acceptable, which reduces the risk of staff burnout.
Once you have a list of tasks to delegate, you need to choose the right person for each task. Consider the skills, experience, availability, and interests of your team members, and match them with the task requirements and goals. Avoid delegating tasks to the same person all the time, or to the person who is already busy or stressed. Instead, try to delegate tasks that offer learning opportunities, challenge, or recognition for your team members.
It’s important to pick the right person for the role, but resist the temptation to always use the “go to” person. Spread the love and allow everyone to develop and contribute!
Make sure to pick the correct person according to the task. For example, if something written needs to be passed "up the food chain", make sure they can write well, spell correctly and use proper grammar and syntax. In a certain sense, they are representing "you".
Be careful to avoid choosing someone just because they haven’t yet got the skill set. Task delegation is a development tool, the person without the experience could also be someone with great potential. Asking them to take on a task with a mentor, not only up skills the person with the task, but demonstrates trust in the person chosen as the mentor.
When you delegate a task, you need to communicate clearly what you expect from the person who will do it. Explain the purpose, scope, deadline, and desired outcome of the task, and provide any relevant information, resources, or guidance. Make sure you use clear and specific language, and avoid vague or ambiguous terms. Ask the person to repeat back or summarize what you said, and check for any questions or concerns.
MBA (Specialization: Project Management) | CPM Designation | ITIL v4 | Lean Six Sigma
Clear communication is very simple yet equally complicated at the same time. In my experience, one of the important elements of any task is the reason (why) behind it. Because it supports the purpose and strengthens the core beliefs. This important explanation increases the drive, and motivation, and makes the goal somewhat personal at the same time for everyone involved.
Don’t forget to add the “check-ins”. Progress updates, at a frequency agreed upon from the start avoids being seen as a micromanager, while also enabling you to keep track on the progress.
Delegating a task does not mean that you are no longer responsible for it. You still need to monitor the progress, provide feedback, and offer support if needed. However, you also need to empower the person who is doing the task, and avoid micromanaging, interfering, or taking over. Trust them to do their best, and give them some autonomy and flexibility in how they approach the task. Encourage them to share their ideas, suggestions, or problems with you, and acknowledge their efforts and achievements.
Spot on. Delegation without giving up control will cause micromanagement. 3 Tips: 1. If I want something done exactly one way, I won't delegate it at all. Or not until I am ready to relinquish control 2. When delegating set up 2-3 principles at the outset for them and define "in success this will.." 3. Know your delegate. in the same week I've been told by one direct - 'you don't provide enough guidance, ' and another direct 'you have way too many guidelines'. The difference? Some individuals like more structure while others find it thwarts their creativity.
If you’re delegating a task but you feel like you really need to stay involved for it to be done a high level of quality, then be transparent with the person you’re delegating to. Let them know that while you may be more involved the first time, ultimately you want to give that person more autonomy and trust them to deliver at or above the level of quality you expect.
An agreed set of boundaries is important. The more experienced the individual is, the less strict the boundaries need to be. Without them, there’s risk of either abdication, or micromanagement, depending on your other workload or management style.
Assigning responsibility for something to a person without giving them the authority to accomplish the task will encumber the outcome. When delegating, be sure to also allow the person the ability to make the decisions, command the variables, and adjust as needed. This builds trust and respect and will streamline the ability to delegate again.
After the task is completed, you need to evaluate the results and the process. Review the quality, timeliness, and efficiency of the task, and compare it with the expectations and goals. Give constructive and positive feedback to the person who did the task, and thank them for their contribution. Also, reflect on your own delegating skills, and identify what worked well and what can be improved. Learn from your experience, and apply your insights to future delegating situations.
The more you delegate tasks, the more you will develop your people management skills and your team's performance. Delegating tasks can help you save time, reduce stress, focus on your core responsibilities, and achieve your goals. It can also help your team members grow, learn, collaborate, and feel valued and motivated. Delegating tasks is not a one-time event, but a continuous practice that can benefit you and your team in the long run.
Knowing your people is key to effective and continuous delegation. But also knowing how these people fit the positions you need to effectively give your customers what they want is also imperative. If you are constantly delegating tasks outside the job description of your employee, it may be time to promote that employee or create a new position. Be sure your folks can draw a line between the delegated tasks and the desired outcomes of the company. This way they won't feel the task is busy work.
One of the most essential factors in delegation is to ensure there is clarity on “What done looks like”. The space between what you think you asked for and what another person understood the ask to be is too vast to leave this unsaid. At the close of the conversation- it is most effective to have a clear statement defined. “At the end of the month, the goal is for you to have launched phase 1 of this project. This means that the project document is completed with all details and timelines, all parties have been made aware of the expectations, and you have met with me to present these details” This simple step will ensure you always have alignment and clarity before you can consider stepping away from a delegated task.