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HOW TO DELEGATE - STEPS 1 - 3
Assuming you recognize a need to improve your delegation, how do you go about it? Here is a step-by-step process to ensure that you delegate the right things to the right people in the right way.
Step One: Decide What You Can Delegate
In Chapter 16, we provided suggestions for developing your time budget - an inventory of recurring demands on your time. This inventory is a natural starting point for finding tasks you can delegate. Review this list and divide it into two categories - those things you must do (because they are so sensitive and confidential) and everything else. The latter - everything else - are prime candidates for tasks to delegate.
Step Two: Decide Upon the "Results" You Want
No one can successfully perform a task for you unless he or she knows the results you expect. How will they (and you) know when the job is done and done right? Before you can successfully delegate a task, you must be able to communicate your expectations. What are these expectations? Obviously they depend upon the task, but usually they include some or all of the following:
• How much (quantity expectations)
• How well (quality expectations)
• By when (timeliness expectations)
• At what cost (financial expectations)
Step Three: Delegate to the Right Person
In an earlier chapter, we noted that a person's success in performing any job is a function of three "success factors." They were
The "how to" factor (knowledge and skill)
The "want to" factor (internal motivation)
The "able to" factor (natural ability)
We suggested you use these factors in making any hiring decision. You should use the same success factors when you are trying to decide who should be delegated a given task.
An obvious choice of someone to be delegated a task is someone who has the knowledge and skill because they have performed the task well in the past for your company or another company. Chances are, however, you won't have that experience to tap. Therefore, you must focus on the other two success factors. To do so, first ask yourself if any special abilities are required to perform the task. For example, will the person need a facility with numbers or unique verbal ability? Narrow your list to a few top candidates who you feel possess the basic natural ability required. Then ask yourself, "Which of these candidates would most likely to perform the task because they obviously enjoy this type of work or they would see performing the task as a way to develop their skills and advance?" In short, you should use what you know about the people who report to you to select someone who would really see performing the task as an opportunity.
Once you have made your choice, discuss the task with them and ask them if they would be interested in performing it. Don't tell them they have to do it. If for any reason they appear reluctant to take on the task, reconsider your choice. Remember, people are most successful and work harder at doing those things they want to do and have volunteered to do. You are looking for a volunteer who really wants the accountability and responsibility for the task. You are not looking for someone who sees performing the task as just another "burden" to be suffered.
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