More on Delegation

Introduction
Are you overwhelmed, feeling stressed and anxious, etc with all the work you have to do? If yes, you might need to look at your delegation skill, ie getting others to work for you.
Some reasons why people don't delegate:
i) concerned about dumping your work on others (just because it is in your job description, doesn't mean you have to do it; it is more important that the work is completed accurately and on time; need to prioritise your workload and time management.
"...delegation is not trying to make more work for your team, but to distribute it more efficiently so that task are allocated according to skills and workloads..."
MTCT, 2024f)
ii) feel threatened (need to understand that you are only handing over tasks, not jobs when delegating; you decide which task to delegate; you are fully responsible for the work done
"...why worry about somebody else doing a task better the you? If they can do it well, all the more reason to give it to them..."
MTCT, 2024f)
iii) concerned about losing control (sometimes, when work is delegated, it will take longer and maybe the quality is reduced; other times, will be done better and quicker; you have the final say on whether the output is acceptable, ie control)
iv) it would be quicker to do it yourself (sometimes you have more expertise than the delegatee and would complete the task quicker
"...Those delegating work should ensure that they give clear instructions, and provide plenty of guidance, praise, feedback, and reassurance along way to build confidence..."
MTCT, 2024f)
When to delegates?
To determine when delegation is most appropriate, answer the 5 questions:
"...-Is there someone else who has ( or can be given) the necessary information and expertise to complete the task? Essentially, is this a task that somebody else can do, or is it critical that you do it yourself?
     - Does the task provide an opportunity to grow and develop another person's skills?
     - Is this a task that will re-occur, in a similar form, in the future?
     - Do you have enough time to delegate the job effectively? Time must be available for adequate training, or questions and answers,, for opportunities to check progress, and for rework if necessary.
     - Is this a task that you should delegate? Task critical for long-term success...... that genuinely do need your attention..."
MTCT, 2024f)
If the answer is 'yes' to any of the above questions, you should consider delegating the task.
Some other factors to consider:
i) timelines and deadlines
    - How much time is allowed to do the task?
    - Is there time to redo the task if it is not done properly the first time?
    - what are the consequences of not completing the task on time?
ii) task's expectations and goals
     - How important is the quality of output?
     - Is adequate good enough?
     - What impact would failure and/or for output have?
To whom to delegate?
Required information prior to delegating:
    - the attitudes, knowledge and expertise (skill and experience) of the individual who is going to do the work
    - what are the individuals preferred workstyle, ie alone, group, remote, office, etc
    - any extra training and/or resources required
    - their keenness  to do the task, ie what do they want from the task
    - their long-term goals and interests, and are they aligned with the proposed work
    - current workload of the individual, ie do they have the time to do the task
    - would delegating result in needing to reshuffle other responsibilities and workloads
How to delegate successfully
"...1. Clearly articulate the desired outcome. Begin with the end in mind and specify the desired result.
    2. Clearly identify constraints and boundaries. Where are the lines of authority, responsibility and accountability? Should the person:
        - Wait to be told what to do?
        - Ask what to do?
        - Recommend what should be done, and then act?
        - Act, and then report results immediately?
        - Initiate action, and then report periodically?
     3. Where possible, include other people in the delegation process. Empower them to decide what cars are to be delegated to them and when.
    4. Match the amount of responsibility with the amount of authority. Understand that you could delegate some responsibility; however, you can't delegate away ultimate accountability.....
    5. Delegate to the lowest possible organisational level. The people who are closest to the work are best suited to the task, because they have the most intimate knowledge of everyday work. This also increases workplace efficiency and helps to develop people.
    6. Provide adequate support and be available to answer questions. Ensure the project's success through ongoing communications and monitoring as well as provision of resources and credit.
    7. Focus on results. Concern yourself with what is accomplished, rather than detailing how the work should be done. Your way is not necessarily. The only or even the best way! Allow the person to control their own methods and processes. This facilitates access and trust.
    8. Avoid 'upward delegation'. If there is a problem, don't allow the person to shift responsibility for the task back to you. Instead, asked for recommended solutions and don't simply provide an answer.
    9. Build motivation and commitment. Discuss how success will impact financial rewards, future opportunities, informal recognition, and other desirable consequences. Provide recognition where deserved.
10. Establish and maintain control:
        - discuss timelines and deadlines
        - agree on a schedule of checkpoints at which you will review project progress
        - make adjustments if necessary
        - take time to review all submitted work..."
MTCT, 2024f
Keeping control
People who you are delegated need to be briefed appropriately, ie
"...Take time to explain why they were chosen for the job, what is expected from them during the project, the goals you have for the project, all timelines and deadlines, and the resources on which they can draw. And agreed to a schedule for checking in with progress updates......make sure that the team members all know that you want to know if any problems occur, and that you are available to any questions or guidance needed as the work progresses..."
MTCT, 2024f
Need to be careful that you do not micromanage.
(for more details, see elsewhere in the Knowledge Base)
On the other hand, you do not abrogate complete control.
"...in delegating effectively, you have to achieve a careful balance between giving enough space for people to use their abilities to best effect, while still monitoring and supporting closely enough to ensure that the job is done correctly and effectively..."
MTCT, 2024f
Allow enough time for you to review the delegated works thoroughly; only accept good-quality work so that you don't have do rework.
You need to reward and recognise good work.
Summary
By delegating effectively, you will expand other people's output and skill set.
"...when you arrange the workload so that you are working on the tasks that have the highest priority for you, and other people are working on meaningful and challenging assignments, you a recipe for success. To delegate effectively, choose the right to ask the delegate, identify the best people for the job and support them along the way..."
MTCT, 2024f