This is routine case for those who do not chalk out their program with strong determination resulting into seeping lesser important jobs into the more important ones and they are not able to complete both. To enjoy your workload, you must think over effective delegation of work. It is a crucial management tool to help not only to yourself but you may find efficient second line managers out of your hitherto poor employees.
You are not a good boss if you wish to do every thing yourself. You must make categories of your work and keep the most important part of the work for you and the supervision over other jobs. If you do, you may have sufficient spare time to make advancements for the team. An effective boss is able to retrieve the best out of a frugal team, extend their potential to deliver greater performance and in shorter time frame and most importantly – empowers without a conspicuous probe at each step of the delivery.
A boss is not expected to do every thing on his own but delegates responsibilities judiciously amongst the team members and ensure that they deliver well and on time. It means that too much delegation is also not good. Delegation must be judicious in terms of the individual capabilities of the team members. You can frame up sub-teams for a mission. If you do delegation unbalanced, you may not be able to exercise proper supervision to extract the output.
While delegating some of your workload, you must keep care that delegation is the assignment of authority and responsibility to another person by you normally to a subordinate to carry out specific activities. However, you must under that you, delegating the work, would remain accountable for the outcome of the delegated work. Delegation empowers a subordinate to make decisions, i.e. it is a shift of decision-making authority from one organizational level to a lower one. Delegation, if properly done, is not abdication. The opposite of effective delegation is micromanagement, where a manager provides too much input, direction, and review of delegated work. In general, delegation is good and can save money and time, help in building skills, and motivate people. Poor delegation, on the other hand, might cause frustration, and confusion to all the involved parties.
All extremes are always harmful. Likewise, too much delegation means no work left for the boss and he/she may not be able to stay abreast of the developments taking place through the efforts of his/her team members. It may result into the responsibility fragmentation in case of any failure.Too less delegation means the team members becoming burden over the head of the boss and the team members would waste the time in just awaiting for the decisions of the boss at every stage of the work. To make a balance, right amount of delegation is required to take place.
Delegation must be effectuated with a well thought plan. Mindless delegation can take place when the boss does not apply his/her mind as if he/she is incompetent. Then, the onus of success falls over the team and it is not a welcome stage of working. If someone is promoted to act as Boss or leader or captain, whatsoever you may name, of the team, he/she must take into account the capability of each member of the team and accordingly, the delegation should take place.
Effective delegation rests on three pillars – competence, conformity and congruence. By effective delegation, a boss is ensuring the growth of the individual and in the process, also building of tomorrow for the organization. It is the boss who assumes a critical role there.
Kindly ensure that
1. The delegated tasks are specific, measurable, agreed, realistic, time-bound, ethical and recorded.
2. You must define the task and confirm in your own mind that the task is suitable to be delegated. Does it meet the criteria for delegating?
3. You must select the individual or team. What are your reasons for delegating to this person or team? What are they going to get by delegating?
4. You must assess ability and training needs. Is the other person or team of people capable of doing the task? Do they understand what needs to be done. If not, you should not delegate.
5. You must explain the reasons why the job or responsibility is being delegated and why to that person or people? What is its importance and relevance? Where does it fit in the overall scheme of things?
6. You must quantify the required results. What must be achieved? Clarify understanding by getting feedback from the other person. How will the task be measured? Make sure they know how you intend to decide that the job is being successfully done.
7. You must consider resources required. Please discuss and agree what is required to get the job done. You must consider people, location, premises, equipment, money, materials, other related activities and services.
8. You must stipulate and agree deadlines. When must the job be finished? Or if an ongoing duty, when are the review dates? When are the reports due? And if the task is complex and has parts or stages, what are the priorities? At this point you may need to confirm understanding with the other person of your points, getting ideas and interpretation. They must be showing that the job can be done, this helps to reinforce commitment. Methods of checking and controlling must be agreed with the other person. Failing to agree this in advance will cause this monitoring to seem like interference or lack of trust.
9. You must support and communicate. Delegation does not mean that once delegated, you should not care for. You must think about who else needs to know what’s going on, and inform them. Involve the other person in considering this so they can see beyond the issue at hand. Do not leave the person to inform your own peers of their new responsibility. Warn the person about any awkward matters of politics or protocol. Inform your own boss if the task is important, and of sufficient profile.
10. You must have feedback on results. It is essential to let the person know how they are doing, and whether they have achieved their aims. If not, you must review with them why things did not go to plan, and deal with the problems. You must absorb the consequences of failure, and pass on the credit for success.
Therefore, if you wish to be an effective boss, you must share your work-load, you must concentrate on delegation of the work according to the competence of the team. In case you do it effectively, you will reach to the top.
Be happy – Share Your Workload.