Delegating projects effectively is one of the most difficult aspects of project management. It doesn’t look hard at first. It is easy to just give the tasks or projects to the correct people. But, it gets complicated when you don’t know who should take on what responsibilities at what time.
What are the benefits of delegating?
As a leader, you can’t, and shouldn’t, handle everything yourself. At some point, you’ll have too much to do and little time to spend on the things that matter, like growing your business. Maybe you’ve already reached that point. Regardless of your situation, it is important to know who has the ability to handle which tasks.
If you don’t have a team large enough to delegate effectively, you can hire a personal or executive assistant. These jobs may seem similar but there are some differences. Personal assistant or executive assistant?The article goes into greater depth about how they can be beneficial to your business.
No matter if you have an in-office or remote employee to hire, delegating will help you reduce your workload. It also shows your employees you trust them and are willing to let them handle your tasks.
What makes delegation so difficult?
While delegation can have many benefits, you might find it difficult. To start, delegating isn’t “passing off work,” especially when you don’t have enough time to do it.
The ability to delegate can help make your job easier, and it can also position you as a leader. Still, the nervousness related to “letting go” may come from the idea that your employees aren’t capable of handling your tasks or that it will take longer. Maybe you believe you are capable of doing it better.
If you take the time to train your employees, you’ll eventually recoup the time spent teaching said task. The employees are eager to assist you. You just have to give them the tools.
What should you do when delegating?
If you haven’t delegated in the past or don’t know how to do so effectively, you may not know how to share your workload.
These are some quick suggestions to help you get started on your delegation trip.
- Based on your strengths and abilities, find the perfect person to do the job.
- Explain why you’re delegating the task and how you hope to see them grow
- Give them instructions on what to do and how you expect them to get there
- Take advantage of this offer Resources and TrainingIf necessary, let them shadow
- Avoid micromanaging by delegating both authority and responsibility.
- Give constructive feedback and specific criticism.
- Say “thank you”Let them know you appreciate their efforts.
Keep your head up during delegation. Your employees may be nervous if you feel anxious. Tell them that it is new for you and they need to adjust.
Which situations should you delegate?
Knowing what tasks you should and shouldn’t delegate can make the process easier.
To determine if their tasks fall into the following categories, managers should conduct an audit of them before they start to manage.
- You can break down time-consuming tasks into manageable chunks
- Small tasks that don’t take a lot of time to complete but can pile up
- You need to perform tedious, but not difficult tasks.
- Tasks you’re terrible at but refuse to learn how to do or let go
- Tasks that are easy to teach and don’t usually require certification
- Time-sensitive jobs require help.
On the other hand, there are a few tasks that shouldn’t be delegated to other staff members:
- Tasks that involve crisis management as they’re very important
- Boring jobs that can demotivate or lower morale could be a problem.
- Confidentiality and reputation-damaging tasks
- Hiring-based tasks if the employee isn’t a recruiter or HR professional
- Particular, detailed or exact tasks
Even if you love a task, you may want to delegate it if it takes up too much time or it isn’t a part of your new job description. You also can’t pass off important tasks, even if you dislike them.
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