The 6 steps of delegation Tutorial

Unlock the power of delegation with "the 6 steps of delegation"! Discover how to effectively assign tasks, empower your team, and cultivate their skills while freeing up your time for growth. Dive into practical strategies that will enhance agility and change in your management style. Don't miss out on these essential tips for development!

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tasks from your portfolio or from another employee's portfolio.

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Of course,

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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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First,

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list the tasks and projects you wish to delegate,

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anticipate.

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Don't wait until you're overwhelmed to say,

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oh,

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I should delegate.

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Ask yourself continuously what you can delegate.

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Be careful,

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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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Firstly,

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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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Secondly,

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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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Thirdly,

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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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training,

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and support,

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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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1 month,

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at 3 months.

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And note,

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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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the team,

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client,

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etc.

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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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for example.

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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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Also,

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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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in short,

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more autonomous in certain tasks.

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