When you can’t do it, delegate! This is how …
Did you notice how our Deputy President stepped in when President Zuma took ill from exhaustion last week? This was done with ease and minimal fuss. You have to pat Government on the back for a job well done regarding effective contingency plans and delegation of duties. Kerry Damons of Boston City Campus & Business College points out that we often forget how important and necessary it is to know how and when to delegate.
“Delegating is an essential skill,” she says. “No matter what level you’re at, there comes a time when you are too tired or sick to do your work. There are also times when you need to take special leave like study leave or compassionate leave for family issues. At other times you simply have too much on your plate and are too busy to get everything done. The success of the company should be uppermost in your mind, so at times like these, you need to delegate.”
Damons suggests you the following tips whenever you need to delegate work:·
Define the task to be delegated – describe in detail - in writing and verbally - what the task entails: what needs to be done, by when, and what resources can be used. Also specify what requirements apply and explain how the task should be done. If necessary break the task down in small steps.
Find someone to delegate to – once you have a clear picture of what needs to be done, find a person who is willing and capable to assist you. Note that though you can delegate a task, the responsibility for getting the task done remains yours and you have to ensure the person you are delegating to has the ability and is authorised to do the job at hand.
Briefing – hand over the task to the person you have selected and explain in detail what is required. This should be easy if you use the task definition that you wrote down at the beginning of the process. Also explain to the person the importance of the task and how it fits in the bigger picture. Tell your stand in about the people he or she will be dealing with in the course of carrying out the task. Point out limits regarding time and costs. Don’t let professional jealousy get in the way – your aim is for the person to succeed in the task you have set for them. Give more information than they require.
Delegate and let go - encourage the person to ask questions. Once you are satisfied that the person understands what is required, let go.
Evaluate results and give credit where it is due –when you return to your normal duties, you need to thank the person that stood in for you and perhaps recognise the person’s efforts in a letter of appreciation.
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