The Challenges of Delegation
3 lectures 10:56
Introduction
What is so hard about delegating?
Delegation is an important and powerful tool for managers. It extends the work of the manager from them doing the work directly to others helping them do the work. It is what makes a manager a manager. However, it is often not completed well. The result is frustrating for the manager and can sometimes impact the quality or timeliness of the work itself.
Too often, a manager asks someone to do something for them in a way that seems complete but actually leaves out so much information that it has a high likelihood of problems. This is especially likely, ironically, when working with enthusiastic employees that are eager to accomplish results. Without clear and complete directions, they will work hard, but probably on the wrong things.
Poor delegation for a busy manager usually results in symptoms such as heightened stress, an extremely busy workload, overtime, and reduced quality and timeliness of the work.
In this lesson, I explore how to delegate, who to delegate to, and what to do to make the delegation most successful. By the end, hopefully you will have had a little fun watching the avatars, have a few concepts and tools that can guide your efforts, and are prepared to delegate like a pro.
Delegation Problem
We often don't delegate for a variety of reasons. Here are a few:
- I don't have enough time to delegate properly...and thus won't try
- My staff is too busy
- No one on my staff is qualified
- No one on my staff is as qualified as I am; it is better for me to just do it
- I like to do this work
- I am worried that whomever I delegate to might be better at it than I am
Recognize any of these barriers? Overcoming them is important. In the video I give a few ideas how to address these. In the next video, I provide more ideas and a tool that might be helpful for you.
The Challenges of Delegation
3 lectures 10:56
Introduction
What is so hard about delegating?
Delegation is an important and powerful tool for managers. It extends the work of the manager from them doing the work directly to others helping them do the work. It is what makes a manager a manager. However, it is often not completed well. The result is frustrating for the manager and can sometimes impact the quality or timeliness of the work itself.
Too often, a manager asks someone to do something for them in a way that seems complete but actually leaves out so much information that it has a high likelihood of problems. This is especially likely, ironically, when working with enthusiastic employees that are eager to accomplish results. Without clear and complete directions, they will work hard, but probably on the wrong things.
Poor delegation for a busy manager usually results in symptoms such as heightened stress, an extremely busy workload, overtime, and reduced quality and timeliness of the work.
In this lesson, I explore how to delegate, who to delegate to, and what to do to make the delegation most successful. By the end, hopefully you will have had a little fun watching the avatars, have a few concepts and tools that can guide your efforts, and are prepared to delegate like a pro.
Delegation Problem
We often don't delegate for a variety of reasons. Here are a few:
- I don't have enough time to delegate properly...and thus won't try
- My staff is too busy
- No one on my staff is qualified
- No one on my staff is as qualified as I am; it is better for me to just do it
- I like to do this work
- I am worried that whomever I delegate to might be better at it than I am
Recognize any of these barriers? Overcoming them is important. In the video I give a few ideas how to address these. In the next video, I provide more ideas and a tool that might be helpful for you.
Introduction
Introduction
Introduction
Introduction
What is so hard about delegating?
Delegation is an important and powerful tool for managers. It extends the work of the manager from them doing the work directly to others helping them do the work. It is what makes a manager a manager. However, it is often not completed well. The result is frustrating for the manager and can sometimes impact the quality or timeliness of the work itself.
Too often, a manager asks someone to do something for them in a way that seems complete but actually leaves out so much information that it has a high likelihood of problems. This is especially likely, ironically, when working with enthusiastic employees that are eager to accomplish results. Without clear and complete directions, they will work hard, but probably on the wrong things.
Poor delegation for a busy manager usually results in symptoms such as heightened stress, an extremely busy workload, overtime, and reduced quality and timeliness of the work.
In this lesson, I explore how to delegate, who to delegate to, and what to do to make the delegation most successful. By the end, hopefully you will have had a little fun watching the avatars, have a few concepts and tools that can guide your efforts, and are prepared to delegate like a pro.
What is so hard about delegating?
Delegation is an important and powerful tool for managers. It extends the work of the manager from them doing the work directly to others helping them do the work. It is what makes a manager a manager. However, it is often not completed well. The result is frustrating for the manager and can sometimes impact the quality or timeliness of the work itself.
Too often, a manager asks someone to do something for them in a way that seems complete but actually leaves out so much information that it has a high likelihood of problems. This is especially likely, ironically, when working with enthusiastic employees that are eager to accomplish results. Without clear and complete directions, they will work hard, but probably on the wrong things.
Poor delegation for a busy manager usually results in symptoms such as heightened stress, an extremely busy workload, overtime, and reduced quality and timeliness of the work.
In this lesson, I explore how to delegate, who to delegate to, and what to do to make the delegation most successful. By the end, hopefully you will have had a little fun watching the avatars, have a few concepts and tools that can guide your efforts, and are prepared to delegate like a pro.
What is so hard about delegating?
Delegation is an important and powerful tool for managers. It extends the work of the manager from them doing the work directly to others helping them do the work. It is what makes a manager a manager. However, it is often not completed well. The result is frustrating for the manager and can sometimes impact the quality or timeliness of the work itself.
Too often, a manager asks someone to do something for them in a way that seems complete but actually leaves out so much information that it has a high likelihood of problems. This is especially likely, ironically, when working with enthusiastic employees that are eager to accomplish results. Without clear and complete directions, they will work hard, but probably on the wrong things.
Poor delegation for a busy manager usually results in symptoms such as heightened stress, an extremely busy workload, overtime, and reduced quality and timeliness of the work.
In this lesson, I explore how to delegate, who to delegate to, and what to do to make the delegation most successful. By the end, hopefully you will have had a little fun watching the avatars, have a few concepts and tools that can guide your efforts, and are prepared to delegate like a pro.
What is so hard about delegating?
Delegation is an important and powerful tool for managers. It extends the work of the manager from them doing the work directly to others helping them do the work. It is what makes a manager a manager. However, it is often not completed well. The result is frustrating for the manager and can sometimes impact the quality or timeliness of the work itself.
Too often, a manager asks someone to do something for them in a way that seems complete but actually leaves out so much information that it has a high likelihood of problems. This is especially likely, ironically, when working with enthusiastic employees that are eager to accomplish results. Without clear and complete directions, they will work hard, but probably on the wrong things.
Poor delegation for a busy manager usually results in symptoms such as heightened stress, an extremely busy workload, overtime, and reduced quality and timeliness of the work.
In this lesson, I explore how to delegate, who to delegate to, and what to do to make the delegation most successful. By the end, hopefully you will have had a little fun watching the avatars, have a few concepts and tools that can guide your efforts, and are prepared to delegate like a pro.
Delegation is an important and powerful tool for managers. It extends the work of the manager from them doing the work directly to others helping them do the work. It is what makes a manager a manager. However, it is often not completed well. The result is frustrating for the manager and can sometimes impact the quality or timeliness of the work itself.
Too often, a manager asks someone to do something for them in a way that seems complete but actually leaves out so much information that it has a high likelihood of problems. This is especially likely, ironically, when working with enthusiastic employees that are eager to accomplish results. Without clear and complete directions, they will work hard, but probably on the wrong things.
Poor delegation for a busy manager usually results in symptoms such as heightened stress, an extremely busy workload, overtime, and reduced quality and timeliness of the work.
In this lesson, I explore how to delegate, who to delegate to, and what to do to make the delegation most successful. By the end, hopefully you will have had a little fun watching the avatars, have a few concepts and tools that can guide your efforts, and are prepared to delegate like a pro.
Delegation is an important and powerful tool for managers. It extends the work of the manager from them doing the work directly to others helping them do the work. It is what makes a manager a manager. However, it is often not completed well. The result is frustrating for the manager and can sometimes impact the quality or timeliness of the work itself.
Too often, a manager asks someone to do something for them in a way that seems complete but actually leaves out so much information that it has a high likelihood of problems. This is especially likely, ironically, when working with enthusiastic employees that are eager to accomplish results. Without clear and complete directions, they will work hard, but probably on the wrong things.
Poor delegation for a busy manager usually results in symptoms such as heightened stress, an extremely busy workload, overtime, and reduced quality and timeliness of the work.
In this lesson, I explore how to delegate, who to delegate to, and what to do to make the delegation most successful. By the end, hopefully you will have had a little fun watching the avatars, have a few concepts and tools that can guide your efforts, and are prepared to delegate like a pro.
Delegation Problem
We often don't delegate for a variety of reasons. Here are a few:
- I don't have enough time to delegate properly...and thus won't try
- My staff is too busy
- No one on my staff is qualified
- No one on my staff is as qualified as I am; it is better for me to just do it
- I like to do this work
- I am worried that whomever I delegate to might be better at it than I am
Recognize any of these barriers? Overcoming them is important. In the video I give a few ideas how to address these. In the next video, I provide more ideas and a tool that might be helpful for you.
Delegation Problem
We often don't delegate for a variety of reasons. Here are a few:
- I don't have enough time to delegate properly...and thus won't try
- My staff is too busy
- No one on my staff is qualified
- No one on my staff is as qualified as I am; it is better for me to just do it
- I like to do this work
- I am worried that whomever I delegate to might be better at it than I am
Recognize any of these barriers? Overcoming them is important. In the video I give a few ideas how to address these. In the next video, I provide more ideas and a tool that might be helpful for you.
Delegation Problem
We often don't delegate for a variety of reasons. Here are a few:
- I don't have enough time to delegate properly...and thus won't try
- My staff is too busy
- No one on my staff is qualified
- No one on my staff is as qualified as I am; it is better for me to just do it
- I like to do this work
- I am worried that whomever I delegate to might be better at it than I am
Recognize any of these barriers? Overcoming them is important. In the video I give a few ideas how to address these. In the next video, I provide more ideas and a tool that might be helpful for you.
Delegation Problem
We often don't delegate for a variety of reasons. Here are a few:
- I don't have enough time to delegate properly...and thus won't try
- My staff is too busy
- No one on my staff is qualified
- No one on my staff is as qualified as I am; it is better for me to just do it
- I like to do this work
- I am worried that whomever I delegate to might be better at it than I am
Recognize any of these barriers? Overcoming them is important. In the video I give a few ideas how to address these. In the next video, I provide more ideas and a tool that might be helpful for you.
We often don't delegate for a variety of reasons. Here are a few:
- I don't have enough time to delegate properly...and thus won't try
- My staff is too busy
- No one on my staff is qualified
- No one on my staff is as qualified as I am; it is better for me to just do it
- I like to do this work
- I am worried that whomever I delegate to might be better at it than I am
Recognize any of these barriers? Overcoming them is important. In the video I give a few ideas how to address these. In the next video, I provide more ideas and a tool that might be helpful for you.
We often don't delegate for a variety of reasons. Here are a few:
- I don't have enough time to delegate properly...and thus won't try
- My staff is too busy
- No one on my staff is qualified
- No one on my staff is as qualified as I am; it is better for me to just do it
- I like to do this work
- I am worried that whomever I delegate to might be better at it than I am
Recognize any of these barriers? Overcoming them is important. In the video I give a few ideas how to address these. In the next video, I provide more ideas and a tool that might be helpful for you.
How to Delegate as a Pro.
5 lectures 28:40
What work should you delegate?
When you are delegating, you should consider several factors, including:
- How urgent is the need for this work?
- How critical is the success of this work?
- Does this work include sensitive issues or confidential information?
- Can the delegation of this work help develop the skills of an employee or help them have increased interest or enjoyment?
- Will delegation of this work help leverage you for higher level work?
Avoid "dumping" work from your workload or delegating what might be considered "dirty" or undesirable work. Try not to move into a flurry of delegation when you are overworked. Your employees will quickly figure that out and likely not appreciate it.
Who should you delegate to?
Deciding who to delegate to is very important. Start by evaluating the personality, skills, experience, and level in the organization of your team members. Compare their capability with how urgent and critical the work is, along with their availability and interest.
Consider how the candidate employee will carry out the work. Will they be successful in the style or approach you anticipate they will take?
When several candidates could do the work, consider including them in the decision. In fact, even if only one employee is your selected candidate, always encourage their approval. An employee that wants to do the work and believes they had a choice will typically give far more effort and enthusiasm, likely resulting in better results.
Beware of only delegating to employees that always get delegated to...spread the workload and the development around. Develop your team bench strength!
If your team does not have the skills or capability to complete the work, consider teaming up with another manager to utilize skills and experience in their organization or contract the service from an external source. Evaluate if you should also assign a member of your team to learn from this "borrowed" or contracted provider so you will have the needed skills or capability internal to your organization next time and believes they had a choice will typically give far more effort and enthusiasm, likely...
