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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.
The second phase in the four-phase process is called the handover. In this phase, the focus is to communicate expectations about goals, resources, and timeline. You want to set them up for success, not just hand off your tasks. This phase includes three separate parts. The first is where you prepare for your meeting, the second is where you meet to discuss the the details of the possible delegation, and should you both agree to it, then you have the third interaction where the task is formally handed over. Let's start with preparing for the meeting.
When you give a delegation, you want to approach each person in the best way possible. It's important to reflect on the relationship you already have with the person because it will guide how you interact with them for this delegation. For each person, ask yourself the following questions: what is the nature of my relationship with this employee? Do we have a history of positive interactions that have built trust? How willing has this employee been to learn new things or take on more tasks and why? Are there any other considerations that might affect this delegation? For example, if an employee is going on their honeymoon during a crucial time for this project, you'll want to figure how to cover that time.
Use these answers to help you prepare for the hand over phase. Think about information that will best prepare this person to be successful. Also consider the best way to approach this person. Should you pop by their workspace, send an email, or call them? Should you meet in your office or conference room? All of these decisions should be driven by your evaluation process and what will set this particular employee up for success. Next, ask yourself key questions about the project itself. What are the goals of this project? What resources would this person need to be successful? What is the final deadline, and are there any milestones along the way? How do I want to be updated on the progress of the task? What kind of support will this person need from me? How do we want to handle challenges? And what else might affect the success of this task? How much autonomy and authority are you granting? It's always a good idea to create a one-page brief that includes the information so that you and the employee have something to review together.
See the delegation brief form in the exercise files for this course. You'll notice that there are multiple levels of autonomy you can give an employee. We'll cover the levels in the next video.
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