What do you do if you want to enhance your professional growth in accounting through delegation?

2 What to delegate?

The first step to delegating accounting tasks is to identify which ones are suitable for delegation and which ones are not. A useful framework to help you decide is the Eisenhower matrix, which categorizes tasks based on their urgency and importance. The tasks that are urgent and important are the ones that you should do yourself, as they require your immediate attention and have a high impact on your work. The tasks that are important but not urgent are the ones that you should delegate, as they can be done by someone else without compromising quality or deadlines. The tasks that are urgent but not important are the ones that you should automate or streamline, as they are repetitive, low-value, or time-consuming. The tasks that are neither urgent nor important are the ones that you should eliminate or minimize, as they are irrelevant, distracting, or wasteful.

3 How to delegate?

Once you have decided which tasks to delegate, you need to follow some best practices to delegate them effectively. Firstly, choose the right person for the task, taking into account their skills, experience, interests, and availability. Additionally, communicate clearly the task and its expectations, as well as the resources and criteria for success. Delegate the whole task and avoid breaking it down or micromanaging the process. Support and monitor the person throughout the task by providing coaching and guidance, and checking in regularly. Lastly, recognize and reward their efforts with constructive feedback and incentives that motivate them. Following these tips will help you delegate accounting tasks successfully.

4 What are the challenges?

Delegating accounting tasks can be challenging for some accountants, particularly if they have certain fears or beliefs that impede them from assigning tasks. For instance, they may be concerned that delegating will lead to errors, mistakes, or delays, and that they will be held responsible for the outcomes. Additionally, they may think that they can do the tasks better or faster themselves, or that they have a unique or superior way of doing them. Moreover, some accountants may feel that delegating tasks will make them less important or valuable to the organization, and that they will lose their status, recognition, or influence. They might also be worried about appearing lazy, selfish, or bossy and consequently losing the respect of their team members. Furthermore, accountants may feel that they are burdening their team members with extra work or favoring some people over others.