Finding the right person to delegate to may not be enough. Often, that person – experienced or not – is going to need to learn new concepts and skills to do their job correctly and efficiently.
One of the first questions you want to ask is, “what do you need to learn in order to do this task properly?” Once s/he has responded, add whatever you feel may still be missing. At that point, work to determine how s/he is going to get the needed training.
Read MorePart of determining who to delegate tasks to will depend on who you have available as well as your purpose and intent when delegating. For example, tasking something to a new hire that you are looking to groom may look very different from asking a seasoned member of the team to complete the same task. One may be better equipped to do it today than the other, but that may not be your primary consideration.
Here are some factors to consider when seeking to identify the right candidate for delegation.
The experience, knowledge and skills of the individual. What knowledge, skills and attitude does the person already have? How do they match up to the task at hand? What will they need to learn? Do you have time and resources to provide any training needed?
The person’s current schedule and workload. Does the person have time to take on more work? Will this task require reshuffling of other responsibilities and workloads?
It's hard to run when you can barely walk.
Or read fluently when you struggle to decode.
Or pull things together when each individual task is complicated and onerous.
Last week, I was walking on a sidewalk made from decades-old slate tiles. Between the rain and wet pollen, it made for a treacherous walk.
I slipped a bit on each step and had to walk much more slowly and gingerly than usual.
Walking went from an automatic, subconscious act to a conscious one that required thought and consideration.
My mind, which is free to think, was held captive by my need to get home safely.
Read MoreAs valuable as delegation can be, there are times where it’s simply not advisable. The following list presents when it’s better to not delegate but rather keep the project for yourself:
The task has not been fully thought through – If you aren’t able to explain the task and its goals in concrete terms, then you have more work to do before handing it off to someone else to accomplish.
The project must be done in a specific way – In some situations, such as an intricate project that you developed and possess intimate knowledge of, delegation may create more problems than benefits.
It takes more time for explain what to do than to just do it yourself – This assumes that this is a one-off project that just needs to be done and taken off the list. A recurring project or one that will provide opportunity for meaningful subordinate development should not be included in this list.
When you really enjoy doing it – There’s nothing wrong with doing some things that can be taken over by others but still provide you with a positive burst of motivation or excitement, such as greeting students and parents in carpool. But learn to limit these so that you can ensure that you’re still doing the work that you really need to be doing.
