The Process of Assigning Work. Make sure each individual or team is aware of the following when you delegate:
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What needs to be done; why it needs to be done;
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They should know what is expected of them.
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By what date they are expected to complete it.
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A description of the end results they are expected to produce.
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It is their responsibility to make decisions.
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They must refer back to these problems.
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They should submit progress or completion reports.
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The support and guidance they will receive.
You must determine how much guidance will be needed on how to complete the project. Providing directions in such detail may stifle initiative if you’re not careful. Don’t explain everything needlessly either, because you don’t want to infuriate people. You should let them handle the project if they are reasonably certain that they will execute the task to your satisfaction without embarrassment or serious upset, exceeding the budget, or breaking the law.
It’s a golden rule according to Robert Heller:
If you can’t do something yourself, find someone who can and let them do it their way.
There are two types of delegation: hard and soft. When you give someone specific instructions and instructions on how to accomplish a task, hard delegation is taking place. The date you expect the job to be completed must be spelled out in writing, confirmed in writing, and recorded in your diary.
Afterwards, you follow up on a regular basis. The soft delegation method involves agreeing on the general requirements and leaving it up to the individual. As with all agreements, limits in authority must still be agreed upon, objectives must be defined, progress must be reviewed, and exception reports must be filed when necessary.
A report about exceptions is one that deals only with unusual events. It is founded on the principle of management by exception, which means focusing on the key events and measures that result in good, bad, or indifferent results – the exceptions to the norm – as guideposts for taking action. By taking this approach, people can focus on the issues that really matter. The results you expect should always be taken into account when delegating.
It is not necessary to specify how the results should be achieved when dealing with an experienced and capable person. If the person is less experienced, you need to use your judgement on how much guidance they need. Newcomers will need plenty of guidance if they have little or no experience.
They are on a ‘learning curve,’ which means that they are gradually developing the knowledge and skills they need to perform at the required level. Keep in mind that each student will start from a different point and learn at a different pace. To ensure that they progress smoothly up the learning curve, you must ensure that you monitor their progress carefully.
Coaches and instructors assist people in learning and developing during this period. When a delegation involves getting someone to solve a problem, it is a good idea to ask them how they propose to solve it even if you do not need to specify how the results are to be achieved.
