Module 8: Video Lesson

Effective Time Management in the Workplace Module Eight: Delegating Made Easy
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Transcript

Module eight. delegating made easy. If you work on your own, there's only so much you can get done. No matter how hard you work, as well everyone needs help and support, and there is no shame in asking for assistance. One of the most common ways of overcoming this limitation is to learn how to delegate your work to other people. If you do this well, you can quickly build a strong and successful team of people.

At first sight delegation can feel like more hassle than it's worth. However, by delegating effectively, you can hugely expand the amount of work that you can deliver. 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 have a recipe for success. Remember to delegate effectively. Choose the right tasks to delegate. Identify the right people to delegate to, and delegate in the right way.

There's a lot to this, but your cheese so much more once you delegating effectively. When to delegate delegation allows you to make the best use of your time and skills, and it helps other people in the team grow and develop to reach their full potential in the organization. delegation is a win win situation for all involved, but only when done correctly. Keep these criteria in mind when deciding if a task should be delegated. The test should provide an opportunity for growth of another person's skills. Weigh the effort to properly train another person against how often the task will occur.

Delegating certain critical tasks may jeopardize the success of your project. management tasks such as performance reviews, and task pacifically assigned to you should not be delegated. To whom should you delegate? Once you have decided to delegate a task, think about the possible candidates for accepting the task. things to think about include what experience knowledge, skills and attitude does the person already have? What training or assistance might They need?

Do you have the time and resources to provide any training needed? What is the individual's preferred work style? Do they do well on their own? Or do they require more support and motivation? How independent are they? What does he or she want from his or her job?

What are his and her long term goals and interests? And how do these align with the work proposed? What is the current workload of this person? Does the person have time to take on more work? Will you delegating this task require reshuffling or other responsibilities and workloads? When you first start to delegate to someone, you may notice that he or she takes longer Then you to complete the task.

This is because you are an expert in the field and the person you have delegated to is still learning. Be patient. If you have chosen the right person to delegate to and you are delegating correctly, you will find that he or she quickly becomes competent and reliable. Also try to delegate to the lowest possible organizational level. The people who are the closest to the work are best suited for the task because they have the most intimate knowledge of the detail of everyday work. This also increases workplace efficiency and helps to develop people.

How should you develop delegate? delegation doesn't have to be all Nothing. There are several different levels of delegation, each with different levels of delegate independence and delegator supervision. Spears of independence delegate, initiate action and then reports periodically delegate acts and then reports results immediately. Delegate recommends that what should be done and then acts. Delegate asked what to do.

Delegate waits to be told what to do. People often move throughout the spheres during the delegation process. Your goal should be to get the delegate to one of the outer three spheres, depending on the task being performed. Makes Sure you match the amount of responsibility with the amount of authority. Understand that you can delegate some responsibility. But you can't delegate away the ultimate accountability.

The buck stops with you. Keeping control. Now once you have worked through the above steps, make sure your brief your team member appropriately. Take time to explain why they were chosen for the job was expected from them during the project, the goals you have for the project, and all timelines and deadlines and the resources on which they can draw. work together to develop a schedule for progress updates, milestones, and other key project points. You will want to make sure that the Team Member knows that you want to know if any problems occur, and that you are available for any questions or guidance needed as the work progresses.

We all know that as managers we shouldn't micromanage. However, this doesn't mean we must not have some level of control altogether. In delegating, effectively, we have to find a difficult balance between giving enough space for people to use their abilities, while still monitoring and supporting closely enough to ensure that the job is done correctly and effectively. One way to encourage growth is an X for recommended solutions. When delegates come to you with a problem, and then help them explore those solutions and reach a decision The importance of full acceptance. Set aside enough time to thoroughly review any delegated work that was delivered to you, if possible only accept good quality, fully complete work.

If you accept work that you are not satisfied with, your team member does not learn to do the job properly. Worse than this, you accept a new project that you will probably need to complete yourself. Not only does this overload you, it means that you don't have the time to do your own job properly. Of course, when good work is returned to you. Make sure to both recognize and reward the effort. As a leader.

You should get in the practice of complimenting your members of your team every time you are impressed by what they have. Done. This effort on your part will go a long way towards building team members self confidence and efficiency now in the future

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