How a manager can learn to delegate tasks / Photo Škoda
A business leader will spend all their free time and resources on operational tasks until they master the art of delegation, one of the most important skills. However, it is worth remembering that not everything can be delegated to a subordinate.
When a leader focuses only on completing tasks, and not on strategic development, the team stops growing, and the business loses momentum. That is why it is worth understanding what delegation of authority is and how it helps to form a responsible and motivated team, writes EBA.
Business 24 together with Škoda tells how to learn to delegate work tasks and what you should do yourself so as not to lose your reputation.
What is delegation and why is it needed?
Delegation is the process of transferring functions from a manager to a subordinate with the necessary authority and responsibility.
You can delegate other tasks by clearly defining the division of responsibilities between team members, or free up your own time to work on key business processes.
Delegation is important for several reasons.
- Effective use of time
A properly delegated function in the long term frees up the manager's time to perform strategic tasks and ensures efficient use of resources.
- Team development
Developing employees' professional competencies, acquiring new skills, and gaining practical experience are important factors in their career growth. Delegation helps create an environment where subordinates can independently manage processes and improve their work.
Delegating tasks helps a manager focus on strategic decisions / photo by Pexels
Note! You can only delegate tasks. The leader does not delegate authority, responsibility, problems, etc. This can only be done with tasks that were previously within the leader's area of responsibility.
Main rules of delegation
1. Define terms correctly.
For example, there is a task that needs to be started on February 2, and the result is needed on February 28. On February 1, we invite a subordinate and give him this task. But we shorten the deadlines for him and tell him that the result is needed on the 23rd.
Five days are left in reserve in case something doesn't go according to plan. According to the rules of competent delegation, you should set aside about 15% of the total period for solving the task as reserve time. This will help in case of force majeure.
2. Check subordinates' understanding of the task.
State the task orally, and then ask the performer to express their understanding in writing and send you a description of the expected result. Once you get acquainted with this vision, you will discover many unexpected aspects of the task.
If the task is simple and does not require written documentation, it is enough to ask the performer to verbally express his understanding of the task. The interpretation you hear in response may truly surprise you.
3. Agree on a method for completing the task.
If the method of performing a task is fundamentally important, then the person should be taught how to do it. If the method is not fundamental, leave it to the subordinate's discretion.
But if you want to make sure that he chooses the right strategy, it needs to be checked and adjusted if necessary.
4. Set control finishes and determine specific intermediate results.
This is vital for ongoing monitoring of the progress of the task.
By delegating tasks, the manager demonstrates trust in his employees / photo Pexels
What cannot be delegated:
- making strategic decisions. Determining the direction of the company's development is the manager's task. It cannot be delegated, because it is the basis of management;
- assessing the performance of key employees. It is important to make independent decisions about promotions, transfers or dismissals;
- decision-making in crisis situations. In conditions of heightened tension, promptness in decision-making and full responsibility for actions become especially important;
- budget coordination and major financial expenses. Financial planning is the foundation of business stability. It should not be delegated;
- establishing the company's culture and values. These are basic things that are formed “from above.” They are not delegated, but transmitted by personal example;
- monitoring compliance with regulatory requirements, especially in areas where there is legal or licensing responsibility;
- Key negotiations with partners or investors. These are areas of high trust. Reputation and strategic alliances are built personally by the manager.
Effective delegation reduces the risk of manager burnout / photo Pexels
Delegate routines to avoid wasting resources
A smart leader will delegate not only important tasks but also the daily routine to the team, which will help them focus on more valuable tasks. This is the approach that allows you to stay focused on strategy, decisions, and business development.
The Škoda Superb is an example of how modern technologies help keep your finger on the pulse without wasting unnecessary resources:
- intelligent driver assistance systems take over some of the routine tasks;
- a spacious salon creates comfortable conditions for working between meetings;
- high level of noise insulation allows you to maintain concentration;
- Well-thought-out ergonomics save time and reduce fatigue during trips;
- modern security systems work as reliable delegated control;
- premium design shapes the image of a leader at business meetings;
- power and smoothness of movement ensure confident movement without unnecessary stress;
- Car technologies support the efficient rhythm of the business day.
Škoda Superb – the best solution for a manager / photo Škoda
Škoda Superb is a tool that works for results together with the manager.