Delegation and Сontrol: the Main Rules
Author: Yulia Boiko, senior business trainer of BogushTime
Well, to stop frustrated because of the lack of results from subordinate in a timely manner and really start to effectively delegate, please read below key points of competent delegation:
- Delegation is the transfer of the task from top to bottom (from the head to subordinate) for the first time. The instruction to do the same task by the same employee for the second and for the third time – it’s no longer a delegation, but simply setting the task to the subordinate. Why do I emphasize this now? Because supervisor has to monitor the process of executing a task (read: allocate to this time) in the first case that requires much more than in the second. Following the rules below, you can simply set the task to the subordinate according to their functions. You will need less time and attention in this case, but the quality of the result will make you pleased.
- Only tasks can be delegated. We do not delegate authority responsibility, problems, etc. We delegate exclusively tasks that previously lay in the area of our responsibility. And we do this in order to free time for yourself for solving the strategic tasks.
- Authority – this is the resource for the task. They can be complete, partial and zero. In fact, the authority is what gives the ability to complete the task. If they did not give people the authority, they can’t simply work without permission. And if you give too much authority, please, remember that:
- Responsibility for carrying out the delegated task lies on the delegates. In business, as it is in life, everyone has his own responsibility. The subordinate is responsible for the result to the manager, and the supervisor is responsible for the result to the owner / investor.
- Delegation doesn’t mean bad management. When our employees do not do what they should do, and we push them. When we try to get rid of what we don’t personally like. This is not a delegation, it’s bad management Delegation is a systematic planned work, aimed at the future.
- For any subordinate, the delegated task is a career growth, as well as “manna from heaven”. Because he now has the ability to do what previously only his supervisor did. But in order to make him perceive the task you should set this task correctly focusing on the importance, significance and opportunities that are open to the subordinates. A person must preserve self-esteem, taking a task from the head, then he/she will do it without losing their motivation.
The first rule of delegation is to define the terms correctly. For example, if we have a task to start on March 1st and we need the result on March 30th. On March 1st we invite the subordinate and give him this task. But the terms for him are shortened and we tell him that we need the result on March 25th. We leave five days in reserve in case something goes wrong. According to the delegation rules we should take about 15% of the reserve time from total time to solve a task. It will help you in case of force majeure.
The second rule is to check whether the subordinate understands the task or not. Give the person the task orally and ask to describe it in written form and send his vision of what you asked to you. Believe me, after reading his interpretation, you will learn a lot about your task. If the job is short and doesn’t need to be written, just ask the subordinate to tell you what he/she understood. What you hear from him can also surprise you very much.
The third delegation rule – agree on how to complete the assignment. If the way of completing the task is fundamentally important, then you need to teach the person how to do it. If the way of completion is not fundamental – leave it on the subordinate’s discretion. But if we want to be sure that he will choose the correct strategy, the task needs to be checked and corrected if necessary.
The fourth rule is to put control finishes and identify specific intermediate results. It is important for the current control of the task execution.
Delegating the task, provide all the necessary resources and information. Resources can be material, human, financial, intellectual, etc. The head ensures that the subordinate has for completing the task.
If the subordinate can not cope with the task – do not take it. If something goes wrong while completing the task, join him/her, assist, correct but not take take the task. The work is built on the principle: a short task – control the performance, shorter task – monitor the performance. But in no case don’t take the task for yourself. Otherwise you will never get rid of the current tasks.
If the task is fulfilled – all laurels are to the subordinate. Even if on some stage, you assist the subordinate but in the end the task is still done, praise the person openly. By doing so you will get a motivated employee who is able to perform this task, and get ready to perform it in future.
If the task is not fulfilled – the manager is guilty. Not the right person has been chosen, the head had little control, did not teach, and so on. It is the reason to work on yourself.
If the subordinate coped with the delegated task – give it forever. Develop employees and do not take what subordinates can do.
If you follow the rules above, you can get the result on time, in the right amount and the right quality. Delegate correctly and go to your strategic goals. Since the delegation exists exactly for this!