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tasks from your portfolio or from another employee's portfolio.
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you may decide to delegate tasks on which they are not yet competent.
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Your employee will grow in scale with these new tasks,
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and you will have freed up some time
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to invest and develop yourself through other projects.
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Here are 6 steps to set up a delegation plan for each of your employees.
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list the tasks and projects you wish to delegate,
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Don't wait until you're overwhelmed to say,
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I should delegate.
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Ask yourself continuously what you can delegate.
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delegating is not getting rid of what you don't like to do.
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Choose to delegate the good as well as the unpleasant.
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Regularly list the tasks and projects that can be delegated in your portfolio,
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what you aspire to delegate in the short,
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medium and long term.
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Even if you don't know if there's someone who can take them over,
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write your list,
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then in your list,
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choose the ones you think should be implemented as a priority.
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I'm not talking about the easiest ones,
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but the priority ones.
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Second stage of delegation,
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identifying the employees or subcontractors to whom you can delegate.
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For each priority task on your list,
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note any potential employee to whom you plan to delegate.
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Find out which employee could take over a particular task.
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because they have the ability to do so,
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they may have the ability to do so without already being competent.
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Do they have the potential?
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because they're not already overloaded with work,
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otherwise you will certainly have to address the problem of overload first,
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perhaps by delegating Anna's project to Willy.
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because it would be interesting for them to evolve on this subject,
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it is already the employee's interest to develop through this new project.
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Third stage of delegation,
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talk to the team member in question,
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clearly express your expectations,
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expected results,
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and the indications of success.
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Welcome their reaction and confirm the delegation decision with them.
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Calculate their level of motivation on the delegated
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subject in order to adapt your follow up.
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They must be able to learn to manage this new project on their own.
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Evaluate together how with the appropriate coaching,
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they will become competent in these new tasks.
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Fourth step of delegation set up a delegation plan.
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If your employee is not competent or motivated enough to carry out the new project,
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do not transfer the project and responsibilities all at once.
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Set up a timetable towards the expected optimal autonomy.
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Write down what they'll be able to do autonomously at 1 week,
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if there are any,
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the limits of the delegation,
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what will they always do in consultation with you?
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Make a regular update on this progressive
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implementation of the delegation until its peak.
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Fifth step of delegation,
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give your employee the appropriate level of authority
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and communicate it to the people involved,
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When they are ready,
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really let the employee lead the subject you have delegated them
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and announce it officially by email,
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I'm announcing that Marty is now the lead on such and such project.
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I invite you to contact him directly if you have any questions.
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Don't fall into the trap of continuing to deal
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directly with stakeholders who will persist in approaching you.
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If they solicit you say Marty is taking over the file now,
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I trust him completely,
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or I'll ask Marty to get back to you on the matter.
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They will end up dealing directly with Marty.
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do not be intrusive in the delegation,
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as this may create confusion about the roles and responsibilities
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and discredit and demotivate your team member.
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Make it clear to everyone that Marty is handling the case.
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6th step of delegation follow up accordingly.
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Delegating does not mean losing interest in the subject.
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You may wish to be copied on certain messages or have a monthly
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report on certain parts or have a weekly meeting on the subject.
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Choose the right monitoring indicators and make sure you validate them regularly.
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This is an opportunity to stay updated on your employee's
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delegation and to check their motivation on these tasks.
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As you have seen,
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delegating is first of all an investment of time before you start saving time,
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which will only happen when your employee is autonomous on the subject.
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Sometimes it takes up to 6 months of time
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investment to be able to save time afterwards,
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but the detour is worth it for you and your teams.
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To conclude on the steps of delegation,
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remember that there is a difference between
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delegating and implementing a delegation plan.
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You may have all the reasons in the world not to 100% delegate a task right away,
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but you cannot be a manager without having a delegation plan for each employee.
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It is your responsibility to develop them,
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to make them more and more motivated and competent,
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more autonomous in certain tasks.
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