is a quick tip ezine for Managers who believe in
"Results Derived from Within"
Vickie Bevenour, a Professional Certified
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THE GREAT DANE
Is there a
clear path to successful delegation?
Most managers find that successful
delegation is, at worst impossible and at best, frustrating.
Successful delegation takes discipline and when facilitated
correctly will save you lots of time. Most of us are so
used to doing everything ourselves that it seems harder to
delegate than to “just do it ourselves”. Delegation is a
skill, like any other skill, it must be practiced in order
to be perfected. Delegating tasks provides you a perfect
opportunity to grow and mentor others in the organization. Working with
business professionals who are desperate to learn how to
effectively delegate, I give them one simple acronym…DANE.
Here are a few simple rules, which if
followed will ensure that you get the results that you want
the first time and every time that you delegate:
Delegate, don’t drop to strengths. Many of you have heard me say many
times that if you are working in an area that uses your
strengths you will be happier and more successful. That is
also true of delegating; always delegate a job to someone
who has the strength to do the task at hand. Don’t drop;
you have to be very clear on exactly what it is that you
want the outcome of this activity to be. Not just a letter,
or a meeting or a program, but clear communication of the
high level components, how success will be measured and who
this will be directed to. Take the time to explain each
step. If you don't have the information get it before you
Automate. Use a frequent reporting process. Most
delegations fail because the person delegated to will get
too far down the road before they check to see if they are
even on the right highway. Just because you agreed up front
on what this should look like, it is better to check in
along the way. If you can automate this check in process,
that is even better. Finally,
if you delegate a repetitive task, think about automating
the entire task that you are delegating.
Negotiate the task to be completed. Is there a shorter
way? Can you
start with a higher level view? How important is the task? Can it be done more
quickly if you approach it from a different viewpoint? Can it be combined
with another process, task or system?
Eliminate. Does the task truly need to be
would be the worst that would happen if it did not get done? If you were to
simply say no to 20% of the requests that come across your
desk what would you do with that time?
The final rule for successful delegation
is to lose the doubt, increase the trust. This is the
hard one. If you follow all of the steps above, it will be
easier to trust that the outcome will be what you want. Who
knows? It might even be better.
Congratulations, you have taken the
first step to deriving results from
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with a friend or colleague. As always, YOUR SUCCESS IS MY