“Many entrepreneurs are afraid to trust the business of another person and think that not a single employee“ will do as well as I do, ”says Ekaterina Gleks, expert in the niche of brand management.
From this they immerse themselves in a routine, forget about strategic tasks and spend time trying to understand the basics, instead of attracting a specialist.
To avoid this, delegate authority. How to do it right, we were told by managers and business owners. But first, we will figure out what is possible and what cannot be delegated and why this is necessary..
What does it mean to delegate
Delegation is the transfer of work responsibilities to another person (more often – from the head to the subordinate). The boss gives part of the tasks and gives the employee new powers. So he leaves the routine and stimulates the development of the team – now the employee can prove himself by being trusted.
“Do not confuse delegation and task assignment” – says the author of the project “Princes and Cabbage” Alexey Slobodyanyuk. “If you ask to complete a business, this does not mean that you are delegating authority. To delegate is to transfer the right to allocate resources and influence people ”.
Why delegate authority
To give up routine
You need to delegate in order to free up time for important matters: developing a business strategy or finding personnel.
“The main task of the leader is to be the“ brain ”, and employees -“ hands ”. Explain the meaning of the projects, indicate or adjust the course. Do not make a common mistake when business owners begin to delve into and correct the work of subordinates, ”said Stanislav Korobov, marketing director of the children’s show agency MoreShow.
To streamline business processes
“With the goal of making a large company, you must learn how to delegate. The owner of an automobile plant cannot design and assemble cars on the stream. He distributes these tasks between employees, setting up a conveyor.
If the owner does everything himself, he will assemble one car for several years – an established system will not work out, ”says Alexey Golovchenko, managing partner of ENSO Law Firm.
To develop employees
“The emotional or intellectual development of employees is an incentive for them,” says Lydia Korchemna, director of INTESOL Worldwide in Russia. “Subordinates need to understand that they can become heads of a line or business, this motivates. So they learn independence and move up the career ladder ”.
To test the quality and skills of employees
Anton Arkannikov, the head of the Bretzel chain of bakeries, says this: “I immediately delegated accounting and sales, but it was more difficult with managers. I looked for a resume on hh.ru, invited and watched how a person works. It’s hard to understand if you’ll work together or not without real business experience..
I asked the four managers to leave after two weeks of work. This is the time when it becomes clear what kind of specialist. No test will show better “.
What can not be delegated?
Strategy and Finance
“Do not trust others with strategic planning,” says Anton Arkannikov. “Only the owner knows how the company will develop.
In finance, I delegate part. But we are on the way to ensuring that such a specialist appears in the company who we will entrust with all the information about the flows ”.
This is reported by Dmitry Spiridonov, co-founder and CEO of the payment service CloudPayments: “For myself, I determined that I will not delegate financial management, because I bear criminal and personal responsibility.
You still cannot delegate the formation of the ideology of the company. Engage a team to come up with it, but the final decision is yours. ”.
Recruitment
“Recruiting is the same“ sales funnel ”with conversion,” says Alexey Maksimchenkov, Commercial Director of Slava LLC.
“If there is no money,“ grow ”a specialist yourself. Here you will save, but spend time. When you have money, post vacancies. It is important that the candidate gives more energy at the interview stage, for example, complete 2-3 test tasks. So he will appreciate work more if he gets it. ”.
Employee motivation
“Show how to complete tasks before delegating them,” says Dmitry Sokolov, Commercial Director of Conscience.
“When we launched the project and recruited the sales department staff, I personally went to the“ fields ”(installment cards are issued online and in partner stores). There I showed what to say, how to convey the benefits of a card, explained the differences from a credit card. The same goes for meetings with potential partners or customers. ”.
Urgent issues and tasks with a high share of risk
“Do not delegate business processes in which the personality of the leader and his view of the situation are important. Make decisions yourself where efficiency is needed: moments of crisis for business, important deals or reputation issues, ”says Vladimir Serdyukov, founder of the LIMA temporary staff search service.
What you need to delegate?
Fluid
“Pass on small tasks that anyone can handle: preparing documents, a schedule of your working hours, business meetings, calls or negotiating deals,” says Ekaterina Gleks.
Expert work
Do not assume the responsibilities of an accountant, marketer or developer, if you do not have such skills – it is better to find a specialist. You save time and don’t spend your budget on mistakes while you study.
Measurable tasks
“Delegate those responsibilities that have measurable indicators, they can be assessed. This is necessary so that the specialist understands whether he is doing business or not, ”says Dmitry Sokolov.
Interesting work
You can not delegate only meaningless and “dirty” work. Try to find creative tasks for the team.
How to delegate authority
1. Rate the team
“The person in whose work was the least of all comments is the most potential for delegation,” said Dmitry Spiridonov. “As a leader, you must know the strengths and weaknesses of each employee..
Take a look at the team and assign tasks to those who have the right skill. This seems obvious, but many leaders delegate to those who have less workload. ”.
2. Explain the task in detail
“Include instructions even when the process seems clear to you. If there are specific conditions, tell the employee about it. It is advisable that he retell how he understood the task. Details or simple instructions from the very beginning will help get away from problems, ”says Dmitry Spiridonov.
“Often the result does not correspond to the desired because you have not indicated what this task is for. For example, you ask to make a table with the data, but if you didn’t explain why they are important, the work will be done superficially ”- adds Inna Anisimova, CEO of PR Partner.
3. Load gradually
Do not transfer all cases at once. Start with a small goal and suggest jointly developing a plan that will help you achieve it. Set a trial period or give a test task to an employee.
“Complicate each new task to a person with high qualifications,” advises Alexey Golovchenko. “He must feel that he is developing. When an employee is not interested, he takes things casually, makes mistakes, works more slowly. ”.
4. Indicate the dates
“If the work depends not only on the employee, but also on other specialists or circumstances, still put the deadline,” Stanislav Korobov advises. “A person should be responsible for what he was instructed. Do not accept answers for a deadline like: “Well, it’s not me who is doing it, but our new manager Zakhar”.
You should not be informed of what can be decided without your participation. When a question arises, it should be formulated so that you answer either “yes” or “no”. This is how processes work more efficiently, employees become independent, and you save time. ”.
5. Check performance
“Check that the task is going according to plan. Give the employee three weeks, but do not wait the whole time to see the result. Make selective control, see how the work is moving, make sure that the person has not stumbled upon obstacles ”- advises Dmitry Spiridonov.
Dmitry Sokolov adds: “Do not demand reports every minute. A person must understand what you expect as a result, and how to steer the process is up to him. ”.
6. Do not punish for mistakes
“Teach employees not to be afraid to make mistakes,” says Dmitry Spiridonov. “But if they failed, give them constructive criticism and look at the causes of the errors. The task of the leader is to prevent the person from stepping on the same rake a second time. ”.
7. Develop independence in others
“When a specialist comes up with a question, the first thing I do is ask:“ What do you think about this? How do you propose acting? ” – says Dmitry Sokolov.
8. Keep track of the atmosphere in the team
“Keep a comfortable environment in a team where everyone works without aggressive rivalry and struggle,” advises Alexey Golovchenko.
The whole team should know that you asked someone to take your daily duties. It will eliminate conflicts..
9. Motivate correctly
“Speak the same language with a person – a strong word influences. Corporate spirit and self-worth are important to many. I personally communicate with each employee once a month, listen to suggestions or complaints. A large component of motivation is material. Everyone understands the language of money, ”says Anton Arkannikov.
10. Trust
“Give employees freedom, independence reveals specialists” – advises Stanislav Korobov. “If you correctly set the task: to limit resources, describe a specific result, deadline and delegate responsibility – an adequate employee will do as needed.
An incompetent employee will drag out deadlines, do the job for show or shift responsibility to another ”.
“Constant control will not allow a person to grow and make decisions for himself. He just stops taking the initiative.
But do not let everything drift. When you are a good manager, it is not difficult for you to find a measure. If personnel management is not your strong quality, delegate it to a specialist ”- adds Ekaterina Gleks.
11. Responsible for the result
By transferring responsibility, you do not remove it from yourself as a leader. You are also responsible for failure if the employee made a mistake.
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Can you provide some effective strategies or practical tips on how to delegate authority in order to become free in terms of time and responsibilities? How can I ensure that tasks are effectively assigned to others without compromising the quality of work and maintaining control over the outcome?
Delegating authority effectively requires clear communication, trust, and proper planning. Here are some strategies to help you become free in terms of time and responsibility while maintaining control and ensuring quality:
1. Understand each team member’s strengths and weaknesses: Assign tasks based on their expertise, skills, and interests to ensure a better outcome.
2. Communicate expectations clearly: Clearly define the goal, timeline, and desired outcome while explaining why it matters. Ensure each person understands their responsibilities and has a clear picture of what success looks like.
3. Delegate gradually: Start with smaller tasks to build trust. As they prove themselves capable, gradually increase the complexity and responsibility of assignments.
4. Provide necessary resources and support: Offer the tools, information, and training needed to complete tasks effectively. Be available to answer questions and provide guidance throughout the process.
5. Establish accountability measures: Define milestones and checkpoints to monitor progress. Regularly follow up to ensure tasks are on track and offer assistance when needed.
6. Encourage collaboration and feedback: Promote open communication, allowing team members to seek assistance from each other. Regularly provide constructive feedback to help them learn and improve.
7. Trust and empower your team: Give them autonomy to make decisions within their assigned tasks. Trust that they will deliver quality work and avoid micromanaging, which can hinder productivity and demotivate your team.
8. Learn from mistakes: If errors occur, use them as learning opportunities. Encourage open discussions about lessons learned to facilitate growth and improvement.
By implementing these strategies, you can effectively delegate authority, free up your time, and still maintain control over the outcome and quality of work.