When I give a team member a task, we both have to know exactly what I am asking. Am I asking you to gather information and act on it based on your evaluation? Am I giving you information and telling you to act? Am I asking you to gather information and bring that back to me for an assessment? Am I asking you to make an assessment and bring it back? When we define our philosophy of delegation and narrow it down to a few simple principles, it all becomes ridiculously simple. Of course, we still need a clearly defined timetable: when do I want this information?
Just factoring these simple rules for delegation into the process changed my frustration level and the anxiety of my staff more than almost anything I have ever learned about delegation. Now they know there are only four possibilities for what I am asking when I delegate. They know what questions to ask. I know what points to emphasize.
When you ask another person to do something, it may help both of you to clarify what, why, when, where, and how it needs to be done. You can strike just the right balance between instruction and motivation by encouraging employees to participate in setting objectives for themselves and their team, helping them develop a plan for achieving their goals, and by making sure that each individual clearly understands the team’s mission and his or her role in achieving it. Suggest that team members check in occasionally to report their progress, then get out of their way and cheer them on to victory. Read Entire Article
