Management is delegation. Either learn to delegate or you will be buried in work that others could, and should, be doing.
'Managing" is the alternative to doing something yourself. Management responsibility is the delegation of tasks to others, and the control of outcomes. If you could get everything done yourself, there would be no need for staff. If you cannot do everything yourself, there needs to be delegation. If there needs to be delegation, then someone must manage the assignments.
Managers are necessary because of the need to assign and monitor resources (people and assets). Managers must learn to delegate assignments and ensure that they are completed correctly, on time, and within budget. Professional success is directly proportional to one's ability to work through others.
The more people that a manager can put to effective use, the greater the success of the manager. The more efficiently a manger can put people to work, the greater the success of the manager. As you learn to delegate effectively, your productivity and value to a corporation rise.
Cream Rises
With seniority comes increasing levels of supervision. Job descriptions change from 'doing', to 'getting things done'; from responsibility to accountability. The more senior your position the more your time is devoted to managing delegated tasks. Supervising, offering advice, guiding, encouraging, cajoling, extending resources - these are not interruptions, they are the job.
At the executive level, one's entire day is spent making sure that delegated tasks are being completed properly. Being able to get others to do things, and do them well, is the principle skill of executives.
Good Help Is Hard to Find
Therefore, your success as a manager depends on your ability to assign tasks, and the ability of your staff to accomplish them in a timely, effective manner.
"But my staff can't seem to get anything right." What's a manager to do?
There are two skills sets required for effective delegation. One is management's ability to effectively and efficiently delegate and monitor tasks. The other is the ability of staff members to accept assignments with minimal instructions and supervision. Both are skills that need to be honed. If your staff can't seem to get anything right, it is your (management's) responsibility to correct the situation. This is not an option ? it's a necessity.
What Do We Mean by 'Good'?
For the purposes of delegation, "good" staff refers to people who can easily be assigned complex tasks. They are self-motivated problem solvers who are technically capable. Good staff members are responsive to deadlines and budgets with little or no supervision. Wow.
Good Staff Members Are Developed
Good people are hard to find, because no manager wants to lose them. If you want to have good people you need to create and hold them.
Good staff members are developed through the experience that you, the manager, give them. Assignments should build on abilities, experience, and confidence. The ability to accept assignments is a learned skill that is developed through experience, training, and feedback.
Delegating Motivates
Job satisfaction derives from being challenged and receiving encouragement. Delegating effectively serves both these needs. Giving your staff responsibility and showing them that you (management) believe they are capable of accomplishing a big task on their own, is a huge compliment and a prime motivational tool.
Brilliant managers make sure that assignments, particularly complex tasks, are perceived as compliments. Tell your staff members that you know they can handle the tasks you are assigning, and tell them often. Then raise the bar even higher.
Not only is delegating essential, it makes everyone happier. Professional staff members are motivated through responsibility, authority, and autonomy. Properly presented, delegation will provide staff with the experience they need to develop their careers and at the same time provide both job satisfaction and challenge.
Delegating works for everyone.
Management Skills
As a manager you need to study the steps involved in efficient delegation and then practice, practice, practice. The ability to delegate complex tasks is developed through experience. Managers learn how to delegate. Staff members learn how to complete tasks according to expectations. Both sides must learn what works. Both sides must practice.
If something goes wrong with a delegated task it is the manager's fault.
