Delegation – most of us want to do it and most of us should do more of it, and yet…Why should we delegate?Because we understand that it allows us to achieve more, by doing more of and concentrating more on what it is that we do best and passing the other ’stuff’ on to someone else to do.Why don’t we do more delegation?Essentially for three reasons:
1. we can do ‘it’ quicker and faster and better ourselves and we get it right the 1st time,
2. we’ve been let down so often (in many different ways) in the past and
3. it takes time to train someone else.
So, we do ‘everything’ ourselves.
This then ensures that:
o we become overloaded with ‘low end or menial’ work,
o we never find the time to actually work ‘on’ the business because we are always too busy working ‘in’ it,
o we don’t give our Team members the opportunity to grow and develop and
o we lose good people because they don’t feel trusted and respected.
When you follow the following 9 step delegation protocol, you will avoid all the pitfalls normally associated with delegation, you will free up more time for yourself and also grow your Team.
1. Ask the person does s/he want the task
This is the first area where most ‘delegations’ fail. This first key, critical step is a major key to ensuring that the process works. In most cases, the delegator tells or instructs the delegatee that they want the task done and that the delegatee will be doing it. Sometimes this works. However it works much better if the delegatee has some ‘buy in’ and is part of the decision making process.
If the task is simply ‘delegated’ and the delegatee does not want to assume the task, then in many cases they will find a way to fail (either consciously or unconsciously), so that they are not delegated to again and also so they do not become (over)burdened with more tasks.
As well as asking them whether they want the task, the process works better when the delegator says things like “This is a really challenging task and I know that you have the skills to do it really well,” or “I don’t know anyone else who I could trust to complete this.”
Making the task appear challenging, an opportunity for personal growth and advising the delegatee that you know they can accomplish the task and do it well, all serve to set the situation up for success.
2. What is his/her timeframe for completion
Again the common mistake that is made here is for the delegator to impose his/her timeframe on the delegatee. In many cases the delegatee will accept the timeframe (without saying anything), all the while knowing that this timeframe is simply beyond their capability – and they do because they do not want to disappoint the delegator nor enter into an argument.
The key here is for the delegator to ask. “Thanks very much for agreeing to accept this task – and tell me – when do you think that you will complete it by?”
If the answer is acceptable, then great, move to the next step in the process.
If the timeframe is not acceptable however, then it’s time to say, “How could I help you ensure that you do complete it within the set time – what tasks/duties could I relieve you of so that you can get it done?”or “What’s your timeframe, when do you think that you could get that task completed?”
So then a process of negotiation ensues until an acceptable compromise is reached.
If however the delegatee and delegator cannot agree to a bilaterally acceptable timeframe and completion date, then the delegator needs to find someone else to delegate the task to.
3. What ‘tools’ does s/he need
Here read the word ‘tools’ to be a very general term. Read ‘tools’ to mean anything and everything the delegatee requires in order to perform the duty satisfactorily and in the agreed to timeframe.
Both parties need to put their heads together to determine what resources and skills might be required.
So there are the physical tools such as;
o pens,
o paper,
o hammers,
o chisels, etc.
Then there are the other ‘tools’ such as;
o support of the delegator if there are challenges,
o scheduled time set aside to perform the task,
o assistance in the way of staff or helpers,
o assistance in the way of training (workshops, seminars, mentors, coaches),
o finances/budget should it be necessary to purchase any items,
o etc.
4. Is there a ‘reward’, ‘compensation’ or ‘payment’?
It is always necessary to be open and upfront about this – for both parties.
Is this task part of the normal job description? And whether it is or whether it isn’t, is there going to be some form of compensation or reward for the extra dedication and effort required to perform this task.
This compensation could be money, extra time off or anything else appropriate.
Even if there is no extra compensation of course the minimum would be a heartfelt “Thank You”. And my suggestion that even if there is no extra ‘payment’ (compensation) wanted or needed, extra appreciation must be shown in the form of a bunch of flowers, box of chocolates, movie passes or the like.
5. Put ‘check points’ in place
One of the main frustrations that we as managers and practice owners suffer a lot of (and NEVER get used to), is being let down.
This is the most common reason that we never delegate…
Again and again we delegate and at the last moment (or maybe even AFTER the last moment), we are let down because the person to whom we delegated the task fails to complete it within the correct timeframe.
So we take back the task, do it ourselves and learn to not trust and to not delegate any more.
This critical step 5, prevents this scenario, “By the way, I’m not going to have the task completed in time”, from happening.
The key is to place check points and check times in place. These check points and times are known only to yourself.
Let’s be specific.
About half way along the timeline (see point 2), you would casually ask the delegatee how s/he is going with getting the task completed. Does s/he need a hand, is everything on track. Be careful – this is a casual conversation – you do NOT want them to know that you are in fact checking on how things are going.
One of two situations will ensue following this conversation;
a) The project will be well in hand with the task on track for the agreed to completion date or
b) The project is not on track.
In scenario a) – relax and look forward to the completed task at the appropriate time.
If scenario b) is what has happened, then surreptitiously ask whether s/he needs a hand, advice or assistance. If the answer is “No”, then leave them alone. If the answer is “Yes”, then give the advice or the assistance that has been asked for.
In either case, create another check date about half way along the time line that is left and go through this same process again.
If everything this time is on track – GREAT.
If not then NOW is the time have an open, frank and straight forward conversation advising the delegatee that you are concerned with their lack of progress and that you are concerned that they are not going to meet the timeframe and how can you help them.
It is critical here that YOU help THEM complete the task and that you NEVER take the task back!
It is also critical that you document and diarise these ‘check points’ and that you do not commit them to memory, so that you do actually check back at the appropriate times. Following and documenting this process ensures that there will never be any last minute “I didn’t get it done” scenarios.
6. Document and Check
I’m repeating this point as a ’stand alone’ because this step is such a key critical component to ensuring the system works perfectly. The keys to this point include;
a) you need to place as many check points as appropriate,
b) you need to have the timeframes set so that there is enough time left to help coach the delegatee to successful completion of the task,
c) never allow an inadequate time frame because then the project will fail,
d) the initial ‘check-ups’ need to be covert, not overt. The delegatee must NOT know that you are in fact ‘checking-up. Once s/he has demonstrated that s/he is not making suitable headway, only then do you overtly check and assist.
7. Never take the task back
Should you take the task back then you have allowed ‘the puppy’ dog to train ‘the master’.
Give the delegatee all the tools, assistance and help that s/he requires in order to successfully complete the task. And under no circumstances take it back or take it over.
If you do take it back, then you are training the delegatee that you can and will in fact take the task over. This defeats the purpose of actually delegating work and trusting that it will be done, done well, done within time and within budget.
8. Use this as a learning tool for whom you can delegate to and whom you can’t delegate to
As you delegate more and more, you will naturally learn who you can delegate to and never have to check on again because the task is completed as you would like it on every occasion.
These are your ‘go-to people’. They are the people whom you can reliably delegate tasks to and know that the outcome is going to be as you wish. So you can delegate more and more to this group, freeing yourself up to do what it is that you do best.
One watch-out….
Be careful that you do not give this group too many things to do so that they in fact are overloaded and come to dislike their job and the work that is delegated to them.
You will also find two other groups of people;
a) those who never get the task completed appropriately and
b) those who succeed some of the time.
9. Use this as a tool to get people with potential to ’step up’ You can use this process to help ‘grow’ those who are described in 8a and 8b.
True – some simply do not want to do anything extra. They come to work to do enough to get by and no more. They in fact consciously or otherwise fail to complete ‘extra’ tasks so that they are no asked (in the future) to perform them again.
They ‘fail’ so that they are not given extra responsibilities. They just do not want to do anything extra. If this is the case, then fine – so be it.
However, many of those in 8a and 8b will in fact want to ’step up’, they will want to develop and grow.
But they are scared of failure, scared of disappointing you, their workmates and/or themselves. As incongruous as it may seem, some of them are even fearful of success and accomplishment and standing out from their peers and co-workers.
So you can use this process to help those who want to, to accept responsibility and to grow, knowing that you have put a system in place which ensures (as best possible), success and eliminates failure.
The Rubber Will Hit The Road – when you actually implement this process.
Go to it – enjoy delegation and all the many benefits that you will receive – on all levels.
Diederik Gelderman BVSc, MVS, MT-NLP is putting his time-proven strategies into practice and coaching other professionals throughout the world to achieve similar results.
He is a certified NLP Practitioner and has a passion for pets, rapid learning, profound knowledge, the environment, helping the underprivileged and competes at ‘A’ level squash. is putting his time-proven strategies into practice and coaching veterinary professionals throughout the world to achieve similar results.
Author: Diederik Gelderman
Article Source: EzineArticles.com
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