Why Delegation Is So Important to a Manager

Delegation should be amongst the first chapters of the book “How to Become a Boss for Dummies”. The process itself means that you empower someone to perform something that falls under your responsibility.


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If we look at it from a political perspective – the people choose their electors to be best represented by the country leadership and to be able to look up to them. In some cases, not to mention any names, this democratic process may lead to a different kind of lockup and it may even be better to happen sooner than later.

Getting back to the managers, the good ones of course, the higher you climb on the hierarchy – the higher the responsibilities. If you wish to survive and also get some results, you must share the tasks among as many as possible.

Let’s say, for example, that you as employee need to knit a hundred pair of socks every month; as manager you have ten subordinates and you don’t knit anything, simply make sure they do. If you find a way to increase productivity or make their work easier, then that’s your job.

What can’t be delegated:

Responsibility. You cannot blame John from your team for not doing his job, it’s your responsibility and you are guilty for him not performing;

The things only you can do. Here I am referring to the added value you bring, not some report you invented and you can’t let go;

Your main attributions: motivating your subordinates, coaching, mentoring and several other –ings you work with them on a regular basis.

Other than this, you can delegate pretty much everything. However, you’ll still be responsible for the end result, but not necessarily check on them every time they use the potty. The more you delegate, the clearer your mind becomes, thus bringing added value to the entire organization (starting with your team).

In case one of your team members tells you he/she cannot take any more tasks, you have more options:

Trust him/her and solve the task yourself;

Trust him/her and check what can be improved in their daily activity so they make room for something else;

Evaluate together what can be drawn out of the daily tasks, according to their current priorities. You may find that some of the activities are no longer needed, but people cling onto them ‘cause “things were always done this way”.

It’s extremely important to regularly evaluate that your delegated tasks are also achieved. If the CEO tells you to do something, you delegate to Gianni, Gianni asks Johnny, who in turn asks Ginger to do it – and they don’t get back to you in due time – well, you might be in trouble.

In order for delegation to be as efficient as possible, it’s ideal to delegate each member of the team whatever they are very good at and whatever may suit best for their personal development.

When those you delegate have subordinates of their own: the better you achieve your job, the better they will perform theirs.

Good luck delegating!

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