Here are some tips on this:

The Key to Successful Delegation

To enable someone else to do the job for you, you must ensure that:

* they know what you want
* they have the authority to achieve it
* they know how to do it

These all depend upon communicating clearly the nature of  the task, the extent of their discretion, and the sources of relevant information and knowledge

Choosing the Right Tasks to Delegate….

To reduce the risk a manager should select the tasks to be delegated carefully. 

Tasks that should be considered first include:

* routine tasks where progress is measurable
* tasks that can be planned clearly well in advance
* tasks that could be done more effectively by someone
  with specialist skills

Delegate complete jobs.  It is much more satisfying to work on a single task than on many fragments of the task.

You should be very careful when delegating tasks, which have been delegated to you. The person delegating the task has already reduced their direct control and may be very
reluctant to reduce it further.

Don’t delegate only unpleasant tasks.

In order to bring out the best in your subordinates you should offer them a mix of tasks. Conversely, don’t keep all the unpleasant tasks for yourself. It is important not to hold back all the jobs that you personally dislike,  considering it unfair to give these to others.

– and, of course, the best person!

It is also important that you select the right people to do the task.  Ask yourself what skills can they bring to bear on the task.  Will this task require the acquisition of new skills.  What level of support will be required to enable them to so the job?  Try and select people who have expressed an interest in tackling the kind of task you are delegating to them
 
Ensure you set aside sufficient time

Make sure that you set aside sufficient time to actually specify delegated tasks and go through them with the relevant members of staff. Ensure that tasks are not delegated at the last minute, each member of staff have their own responsibilities into which they must find the time for the delegated work. Work delegated at the last minute may not be done properly, if at all.

Explain why the job is done, and what results are expected

When you delegate a job, explain how it fits into the overall picture of what you are trying to achieve.

Ensure that you communicate effectively:

* the results that are needed
* the importance of the job
* the constraints within which it should be carried out
* the deadlines for completion

It is important to stress the results – not necessarily the methods – although this will depend on the stage of development of the individual or team to whom you are delegating.

Offer the appropriate level of support

We have seen from our examination of situational leadership that the appropriate level of support – and direction will vary depending on the situation.  Make sure, however, that the person or team you are delegating to know that you are there to support them – should they require help. 

Delegation does not mean abdication of responsibility….

Agree the necessary follow-up

It is important that you agree some check points to ensure progress of the task in hand is maintained – and that the right results are achieved.  If there are reporting requirements – make those clear to the person you are delegating the task to.  Fix the appropriate review points given the level of experience and expertise of the individual or team.….

But don’t over-control

The appropriate level of control is key – if results are to be achieved successfully and the job done to the right standard.  But over-control can de-motivate – and can lead to poor results – it’s all a matter of getting the right balance….

And please remember that if you or your company ever need any management or sales training please give us a call on 0800 849 6732 or complete our enquiry form at
http://www.m-t-d.co.uk/enquiry.htm

Until then take care of yourself.

Thanks again

Sean
MTD Training

Management Training Company

Management is about achieving the stated objectives, making best use of the resources available and operating within the constraints and rules of the organisation and its formal structure.

But let’s consider for a moment what “leadership” is – and what is the role of “leader” as opposed to the role of a “manager”….

Write down your thoughts.

“Management is doing things right; leadership is doing the right things.” – Peter F Drucker

This distinction drawn by Peter Drucker is an important one….

Leadership is about creating a picture for the team of what needs to be, and what can be, achieved – and creating the environment in which the team and its members can learn and develop to achieve the desired results.

The Effective Leadership Model (John Adair)

John Adair, author of the book “Effective Leadership” (amongst others) offers a model of leadership, which categorises the role of the leader in terms of three distinctive, but interrelated areas of group need.

ACHIEVING THE TASK

BUILDING THE TEAM

DEVELOPING THE INDIVIDUAL

Action related to achieving the task, those related to building and maintaining the team, and those related to developing the individual.  Adair highlights this distinction between group and individual needs and also stresses the importance of thinking in terms of leadership across all three areas.

Adair’s FUNCTIONAL theory of leadership focuses on what the leader needed to do to achieve success and Adair’s theories were heavily influenced by studies of Group Dynamics that emerged in the 1960’s and 70’s.

Leadership Style may be thought of as the way in which the leader goes about the task of achieving results, motivating individual team members and co-ordinating and creating the team.

Earlier models and theories of leadership tended  to concentrate on the qualities of the individual i.e. what characteristics went into making a good leader…..

Sean Mc