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Delegating Tasks to Your Team

Closing the task


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Delegating Tasks to Your Team

with Britt Andreatta

Video: Closing the task

The final phase in the delegation process is called the debrief. This phase occurs once the task is completed that's ending the delegation. You and the employee should meet to discuss the outcome of the task as well as the process of delegation. You may want to use the delegation debrief handout in the exercise files for this course. It's a list of questions for both you and the delegate to answer. Spend time discussing both the task and the delegation process. Consider things like what issues arose, lessons learned, and ideas for improving for the future.

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Delegating Tasks to Your Team
50m 27s Appropriate for all Feb 22, 2013

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In this course, lynda.com Director of Learning and Development Britt Andreatta walks you through her delegation process, which helps you assign the right tasks to the right people and better develop your team and meet company needs.

The course reveals what delegation can do for you and your team and introduces a four-phase model to delegate tasks and manage projects large and small. The phases include evaluating the task, handing the task over, supporting task completion, and closing the task. In between, learn how to pick the right level of autonomy for each task and the best ways to avoid micromanagement.

Topics include:
  • What is delegation?
  • Evaluating tasks
  • Determining which tasks to delegate
  • Assigning tasks
  • Meeting with team members
  • Providing team support
  • Avoiding micromanaging and the fear of letting go
  • Accepting delegation from your boss
Subjects:
Business Collaboration Productivity Project Management Business Skills Management Education Teacher Professional Development
Author:
Britt Andreatta

Closing the task

The final phase in the delegation process is called the debrief. This phase occurs once the task is completed that's ending the delegation. You and the employee should meet to discuss the outcome of the task as well as the process of delegation. You may want to use the delegation debrief handout in the exercise files for this course. It's a list of questions for both you and the delegate to answer. Spend time discussing both the task and the delegation process. Consider things like what issues arose, lessons learned, and ideas for improving for the future.

As the manager you want to create a culture that rewards success and avoids blame for failure. A manager should never scapegoat a delegate if things went wrong. This will only damage trust between the two of you and make your other stuff hesitant to step up in the future. Be sure to highlight what worked well, bringing attention to both effort, as well as results. Using the coaching method we discussed earlier, help the delegate see what could have been improved. Further support your delegate by recognizing his or her work. This might be a handwritten note, complementing the delegate to your superiors, or if appropriate, acknowledging success in a public forum.

Also make sure that part of the debrief includes feedback about how you managed each phase of the delegation process. Discuss the evaluation, handover, and support phases. Pay special attention to the accuracy of the handover brief, if autonomy was honored, and how support was given. By seeking feedback and being open to hearing it, you'll further strengthen the trust and respect you have with your staff. It will also give you valuable information for improving your delegation skills. Be sure to type up some notes about both the project and the delegation process, including them in reports as appropriate.

From this debrief, you and employee should gain some valuable insights to help you and the organization in the future. As you continue to delegate, the process will get easier with time as you learn to work together effectively.

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