وفر ناجحة

يستعمل القوة من أخرى الناس مساعدة

حتّى "يحتاج [سوبر-وو]" مساعدة ودعم. هناك ما من عار داخل يسأل لمساندة.
دفعت على حدة الكبرياء وأبديت إحترام للموهبة أخرى يستطيع أحضرت إلى الطاولة.

تذكّرت و, أنّ هناك ما من هذا شيء بما أنّ [سنغل-هندد] نجاح:
عندما أنت تتضمّن ويعترف كلّ أنّ في ركنك, أنت يدفعبنفسي,
[تمّت] ك ومؤيداتك إلى إرتفاعات عظيمة.

- مؤلفة مجهولة.

أنت تشعر يضغط ويحمّل? أو أنّ يبدو مهنتك يتوقّف? إن هكذا, بعد ذلك أنت يمكن احتجت أن يفرش فوق ك وفد مهارات!

إن أنت تعمل على ك خاصّة, هناك? [س] فقط مبلغة محدودة أنّ أنت يستطيع أتمّت, مهما بشدّة أنت عمل. أنت يستطيع فقط عملت هكذا كثير ساعات في يوم. هناك فقط هكذا كثير مهام أنت يستطيع أتمّت في هذا ساعات. هناك فقط هكذا كثير الناس أنت يستطيع ساعدت ب يتمّ هذا مهام. و, لأنّ الرقم الالناس أنت يستطيع ساعدت محدودة, نجاحك محدودة.

مهما, إن أنت? [ر] سيريد جيّدة في شغلك, الناس كثير أكثر من هذا من أنت.

هذا يستطيع قدت إلى إحساس حقيقيّة من ضغطة وعمل تحميل بإفراط: أنت تستطيع? [ت] يتمّ كلّ شيء أنّ كلّ شخص يريد, وهذا يستطيع تركت أنت يضغط, تعيسة, وإحساس أنّ أنت? [ر] يترك الناس إلى أسفل.

على الجانب إيجابيّة, مهما, أنت? [ر] يكون يعطى فرصة ضخمة إن أنت يستطيع وجدت طريق حول هذا تحديد. إن أنت يستطيع حقّقت هذا فرصة, أنت يستطيع كنت أصلا ناجحة!

واحدة من الطرق عاديّة أكثر من يقهر هذا تحديد أن يعلم كيف إلى أوفدت عملك إلى أخرى الناس. إن أنت تتمّ هذا جيّدا, يستطيع أنت سريعا بنيت قوّيّة وفريق ناجحة الناس, جيّدا يمكن أن يلتقي الطلبات أنّ يضع أخرى.

[ثيس يس وهي] وفد هذا مهارة مهمّة, وواحدة أنّ أنت إطلاقا يضطرّ علمت!

لماذا الناس اتّخذ شكل? [ت] مندوبة

أن يحسب خارجا كيف أن يوفد بشكل صحيح, هو? [س] مهمّة أن يفهم لماذا الناس يتفادون هو. الى حدّ بعيد ببساطة, اتّخذ شكل الناس? [ت] مندوبة لأنّ هو يأخذ كثيرا من جهد [أوب-فرونت].

[أفتر لّ,] أيّ يكون يتيح: يصمد ويكتب محتوى لكراس أنّ يروّج خدمة جديدة أنت ساعدت رأس حربة, أو يتلقّى أخرى أعضاء من يتمّ فريقك هو?

أنت تعرف المحتوى داخلا وخارجا. أنت يستطيع استفرغت فائدة بيانات في ك نوم. هو كان نسبيّا مستقيمة ل أنت أن يجلس إلى أسفل وكتبت هو. هو حتّى كان حالة لهو! السؤال, "هو كان إستعمال جيّدة من ك وقت?"

While on the surface it?s easier to do it yourself than explain the strategy behind the brochure to someone else, there are two key reasons that mean that it?s probably better to delegate the task to someone else:

• First, if you have the ability to spearhead a new campaign, the chances are that your skills are better used further developing the strategy, and perhaps coming up with other new ideas. By doing the work yourself, you?re failing to make best use of your time.
• Second, by meaningfully involving other people in the project, you develop those people?s skills and abilities. This means that next time a similar project comes along, you can delegate the task with a high degree of confidence that it will be done well, with much less involvement from you.

Delegation allows you to make the best use of your time and skills, and it helps other people in the team grow and develop, so that they can reach their full potential in the organization.

When to Delegate

Delegation is a win-win when done appropriately, however that does not mean that you can delegate just anything. To determine when delegation is most appropriate there are five key questions you need to ask yourself:

• Is there someone else who has (or can be given) the necessary information or expertise to complete the task? Essentially is this a task that someone else can do, or is it critical that you do it yourself?
• Does the task provide an opportunity to grow and develop another person?s skills?
• Is this a task that will recur, in a similar form, in the future?
• Do you have enough time to delegate the job effectively? Time must be available for adequate training, for questions and answers, for opportunities to check progress, and for rework if that is necessary.
• Is this a task that I should delegate? Tasks critical for long-term success (for example, recruiting the right people for your team) genuinely do need your attention.

If you can answer “yes” to at least some of the above questions, then it could well be worth delegating this job.

Other factors that contribute to the delegability of a task include: The project?s timelines/deadlines. How much time is there available to do the job? Is there time to redo the job if it?s not done properly the first time? What are the consequences of not completing the job on time? Your expectations or goals for the project or task(s), including: How important is it that the results are of the highest possible quality? Is an “adequate” result good enough? Would a failure be crucial? How much would failure impact other things?

That being said, having all these conditions present is no guarantee that the delegated task will be completed successfully either. You also need to consider to whom you will delegate the task and how you will do it.

The Who and How of Delegating

Having decided to delegate a task there are some other factors to consider as well. As you think these through, you can use our free Delegation Worksheet to keep record of the tasks you choose to delegate and who you want to delegate them to.

To Whom Should You Delegate?

The factors to consider here include:

1. The experience, knowledge and skills of the individual as they apply to the delegated task.
   • What knowledge, skills and attitude does the person already have?
   • Do you have time and resources to provide any training needed?
2. The individual’s preferred work style.
   • How independent is the person?
   • What does he or she want from his or her job?
   • What are his or her long-term goals and interest, and how do these align with the work proposed?
3. The current workload of this person.
   • Does the person have time to take on more work?
   • Will you delegating this task require reshuffling of other responsibilities and workloads?

When you first start to delegate to someone, you may notice that he or she takes longer than you do to complete tasks. This is because you are an expert in the field and the person you have delegated to is still learning. Be patient: if you have chosen the right person to delegate to, and you are delegating correctly, you will find that he or she quickly becomes competent and reliable.

How Should You Delegate?

Use the following principles to delegate successfully:

1. Clearly articulate the desired outcome. Begin with the end in mind and specify the desired results.
2. Clearly identify constraints and boundaries. Where are the lines of authority, responsibility and accountability? Should the person:
   • Wait to be told what to do?
   • Ask what to do?
   • Recommend what should be done, and then act?
   • Act, and then report results immediately?
   • Initiate action, and then report periodically?
3. Where possible, include people in the delegation process. Empower them to decide what tasks are to be delegated to them and when.
4. Match the amount of responsibility with the amount of authority. Understand that you can delegate some responsibility, however you can’t delegate away ultimate accountability. The buck stops with you!
5. Delegate to the lowest possible organizational level. The people who are closest to the work are best suited for the task, because they have the most intimate knowledge of the detail of everyday work. This also increases workplace efficiency, and helps to develop people.
6. Provide adequate support, and be available to answer questions. Ensure the project’s success through ongoing communication and monitoring as well as provision of resources and credit.
7. Focus on results. Concern yourself with what is accomplished, rather than detailing how the work should be done: Your way is not necessarily the only or even the best way! Allow the person to control his or her own methods and processes. This facilitates success and trust.
8. Avoid “upward delegation”. If there is a problem, don’t allow the person to shift responsibility for the task back to you: ask for recommended solutions; and don’t simply provide an answer.
9. Build motivation and commitment. Discuss how success will impact financial rewards, future opportunities, informal recognition, and other desirable consequences. Provide recognition where deserved.
10. Establish and maintain control.
    • Discuss timelines and deadlines.
    • Agree on a schedule of checkpoints at which you’ll review project progress.
    • Make adjustments as necessary.
    • Take time to review all submitted work.

In thoroughly considering these key points prior to and during the delegation process you will find that you delegate more successfully.

Keeping Control

Once you have worked through the above steps, make sure you brief your team member appropriately. Take time to explain why they were chosen for the job, what’s expected from them during the project, the goals you have for the project, all timelines and deadlines and the resources on which they can draw. And agree a schedule for checking-in with progress updates.

Lastly, make sure that the team member knows that you want to know if any problems occur, and that you are available for any questions or guidance needed as the work progresses.

We all know that as managers, we shouldn’t micro-manage. However, this doesn’t mean we must abdicate control altogether: In delegating effectively, we have to find the sometimes-difficult balance between giving enough space for people to use their abilities to best effect, while still monitoring and supporting closely enough to ensure that the job is done correctly and effectively.

The Importance of Full Acceptance

When delegated work is delivered back to you, set aside enough time to review it thoroughly. If possible, only accept good quality, fully-complete work. If you accept work you are not satisfied with, your team member does not learn to do the job properly.

Worse than this, you accept a whole new tranche of work that you will probably need to complete yourself. Not only does this overload you, it means that you don’t have the time to do your own job properly.

Of course, when good work is returned to you, make sure to both recognize and reward the effort. As a leader, you should get in the practice of complimenting members of your team every time you are impressed by what they have done. This effort on your part will go a long way toward building team member’s self-confidence and efficiency, both of which will be improved on the next delegated task; hence, you both win.

Key Points:

At first sight, delegation can feel like more hassle than it’s worth, however by delegating effectively, you can hugely expand the amount of work that you can deliver.

When you arrange the workload so that you are working on the tasks that have the highest priority for you, and other people are working on meaningful and challenging assignments, you have a recipe for success.

To delegate effectively, choose the right tasks to delegate, identify the right people to delegate to, and delegate in the right way. There’s a lot to this, but you’ll achieve so much more once you’re delegating effectively!

Posted in Personality Development Tagged: Delegation, Job, Overload Work, Personality, Personality Development, Stressed, Successful Delegation, Work