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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.
After the delegate has accepted the delegation, you can move on to the second meeting in the handover phase. In this meeting, you formally hand over the task. This meeting will finalize five key components: relevant material, milestones and the deadline, autonomy and authority, progress reports, and support you will provide. There should be no surprises here, just confirming that you're both on the same page about all of the key items. If you are delegating a task to more than one person, this meeting occurs with all of you in the room at the same time.
You'll want to be sure each person is clear about his or her role and how it relates to the others. You'll want to go over relevant material you've brought the employee. This might include reports, data, physical or electronic files, notes, et cetera. You want to make sure that you both know what the material is and what it means for the task. Another area to explore in this meeting is the autonomy and authority you are granting the delegate. It's vitally important that you're in agreement before you leave this meeting.
As for resources and authority, be sure you tell the delegate what you've arranged and why. Is everything set up now or does the employee need to take an action or wait for something to be finalized? Be sure they're clear about these items. Finally, have a discussion with the delegate about how much support and guidance they would like. It's common that with a new appointment or with a complex task, the delegate may request more frequent meetings early on, but as they grow in confidence and competence, these meetings may be more spaced out.
What's most important here is that the delegate drives the decisions based on his or her needs. Part of this discussion is also talking about how and when you, the manager, want to be consulted, should challenges arise. This should be mirrored by the decisions you've made about autonomy and progress reports. But it's always a good idea to review how each of you defines challenge or crisis. Delegation is about the intersection of the organization's needs and the employee's abilities. You want to create success for both. You and the employee should walk away with a shared understanding of what is to be done, how, and by when.
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