If executives want to build companies that are resilient to recurring changes, they must learn how to delegate effectively. Yet a lot of executives find it difficult to delegate, either because they worry about ceding control or because they feel overburdened with tactical responsibilities. This article will examine three essential methods for choosing when and how to delegate, as well as identify potential stumbling blocks and offer solutions.

Crucial Exercise #1: Assess the Work

Evaluating the task is the first step in effective delegation. Consider whether the work is essential to your leadership responsibilities. Consider assigning it to someone else if the response is no. Determine the knowledge and abilities needed to execute the assignment, then determine whether another team member possesses them. If so, you could think about giving that individual the assignment.

Principle #2: Choose the Correct Person

Selecting the appropriate individual for the work is the second stage in effective delegation. Think about the knowledge and expertise needed for the job, as well as the workload of the individual to whom you’re thinking of assigning the assignment. Delegate the work to the individual if they are capable of doing so and have the necessary knowledge and expertise.

Essential Practice #3: State Expectations and Directions

Giving explicit instructions and expectations is the third stage in effective delegation. Outline the task and your expectations for the person in detail. Provide any required resources, such as access to data or equipment. To track development and provide help, establish a deadline, and check in frequently.

Limitations to delegation

Despite the advantages of delegation, many leaders find it challenging. Fear of losing control, a lack of confidence in team members, a lack of time to successfully delegate, and a worry that team members won’t do the work as well as the leader do are common hurdles to delegation.

Techniques for Handling Delegation Obstacles

• Leaders can use a variety of tactics to get through these obstacles, such as:

• Have open lines of communication with your team members and give them a chance to showcase their abilities.

• To reduce the possibility that team members won’t do the work as planned, give clear instructions and expectations.

• Delegation takes time upfront, but it will save time down the road by decreasing the need for micromanagement or rework.

• Utilize delegation as a chance for team members to gain new knowledge and abilities.

Conclusion

For leaders who want to build organizations that can survive recurring upheavals, effective delegation is essential. Leaders may successfully delegate by assessing tasks, selecting the best candidates, and setting clear guidelines and expectations. Leaders may create a trusting environment, give clear instructions, allocate time up front, and utilize delegation as a learning opportunity to remove obstacles to delegation. Leaders that are adept at delegation may devote more time to executive leadership and strategic initiatives.

Originally Published on https://www.breakfastleadership.com/

Michael Levitt Chief Burnout Officer

Michael D. Levitt is the founder & Chief Burnout Officer of The Breakfast Leadership Network, a San Diego and Toronto-based burnout consulting firm. He is a Keynote speaker on The Great Resignation, Quiet Quitting and Burnout. He is the host of the Breakfast Leadership show, a Certified NLP and CBT Therapist, a Fortune 500 consultant, and author of his latest book BURNOUT PROOF.