There is an art to delegation that revolves around when to, when not to, who to and who not to.
The term delegation is used to describe the assignment of a task to a specific person to produce the right outcome. In most circumstances, an effective delegat-ee will match the specific task to the most well suited person, hence ensuring the desired outcome.
Really, it accomplishes two things. #1 keeps the requirements of a task with the skill set of the person and #2 enables the delegat-or the time and space to focus on what they need to focus on, hence keeping the overall progress of the organism moving in a positive direction.
The majority of the problems stem from two examples.
1. the person who has been delegated the task is not clear on the exact specifications or outcomes.
2. the reqired project is re-directed upwards from the person who is ultimately responsible.
More often than not, #2, is the prevailing example.
When this happens, it creates a log jam at the highest levels of management which ends up stalling EVERYONE"S PROGRESS which is the main point of today's bog. UPWARDS DELEGATION COSTS US ALL. One may not think about it in terms of decreased productivity, yet when you think of 2-3 & 4 people doing the same job - it's obvious.
If we are delegated as task and are unsure of the exact specifications, we must ask and clarify. If we accept the task & inherent specifications, we must execute to the best of our abilities without passing down or even worse, back to the sender.
Remember, your work environment is like a well balanced ecosystem, where co-existence and interdepenency are paramount for its growth & regeneration. Treat it as such by undestanding the art of delegation.
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Delegating Upwards Costs us all.
posted by Hire Me Book - E-Hire Me on Tuesday, April 17, 2007