Delegation is an essential skill for every manager, yet letting go of control can feel challenging. Time is limited, and no one can accomplish everything alone.
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Delegation is an essential skill for every manager, yet letting go of control can feel challenging. Time is limited, and no one can accomplish everything alone. The key lies in discerning what to delegate and identifying the right people to trust with the work. It is a balancing act that often requires patience, practice, and a bit of trial and error.
Be honest with yourself. Before handing out tasks to your team, the first step is to assess your own skill set. What are your strengths? What are your weaknesses? “Step back and think about: A) what you do really well; B) what you enjoy doing; and C) what is the best use of your time from an ROI perspective. Map this out in a Venn diagram. It's very likely that there's enough overlap in the middle (the space occupied by A, B, and C) to fill your days and then some. Delegate everything else,” Andrew Schrage writes in an article for Forbes.
Understand your team’s strengths. In addition to understanding your own abilities, it is critical to evaluate the strengths of your team. Setting them up for success means balancing tasks they are well-suited for with opportunities that challenge them and encourage growth. Scheduling one-on-one meetings to learn about their skills and career goals helps align delegated responsibilities with positive job satisfaction, explains Julia Martins from work management software firm Asana.
Stay engaged. Delegation does not mean abandoning responsibility. While effective managers avoid micromanaging, they remain engaged by monitoring progress and ensuring accountability. Providing constructive feedback not only helps team members grow but also clarifies whether goals were met successfully. “Pay attention and maintain control of the situation. Managers are still responsible for the success or failure of this person and for achieving the desired results,” Sam Lloyd writes for the Society for Human Resource Management.
