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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.
Now you are ready to analyze the tasks you previously identified. We want to not only find things to take off your plate, but use this as an opportunity to simultaneously help your employees grow. On the Task Analysis page, summarize your observations by creating a master list of what you do in your role. On the Task Analysis page, you can make notes on key attributes of each responsibility. Specifically we want to analyze the skill, time, and importance of each one.
Rating each item as low, medium, or high indicate the following: What skill level is needed to do this task? How much time does it take? And how important is it in accomplishing the organization's goals? Take a look at the results, tasks with low to medium skill levels are good candidates for delegation, especially if they are also time consuming. As a manager, your time is valuable. You want to keep tasks that require your expertise and experience, and delegate tasks that can be done by others.
Certain tasks and responsibilities cannot be delegated, such as personnel decisions, budget oversight, and strategizing for the future. But you'll be surprised how many things you're currently doing that should be moved off your plate. Next, look at how important tasks are to the organization's goals. If something is low importance, consider whether it should be on anyone's plate, let alone yours. Here's a funny story for you: In 1803 during Napoleon's reign, England created a civil service job.
This person was to stand guard on the Cliffs of Dover and look for any approach of the French military. Now this is actually true. This position remained funded and staffed throughout history until 1945, nearly 150 years after it was no longer needed. This is an example of how organizations make choices that are appropriate at the time but may not have good mechanisms for changing those choices down the road. How is your organization waiting for Napoleon? Consider what position, procedures, or projects are no longer useful. You may find that there are a few things on your plate that don't need to be there at all.
In your notes section, identify anything that can be eliminated; don't hesitate to propose eliminations as they can help improve your company. This is what I love about the evaluation phase. Each time I've done it, we have found some items that can be eliminated altogether. It can really help keep the organization current and streamlined. But before we can decide who to delegate tasks to, we need to assess our team strengths and weaknesses, which we'll discuss next.
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