Checklist for a manager who has decided to delegate

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sufficiently prepared to perform a specific job;
approaches tasks responsibly and has already proven this in practice;
has free time and is really willing to take on additional responsibilities.

It is a big mistake to force tasks on employees who do not have the strength and time for it. And you should not take advantage of the reliability of overly responsible people. This works well in the moment, but in the long term, team members can burn out. The entire business can suffer from this.

Step 4: Spend some time as a mentor
To delegate complex tasks and get the expected result, new performers need to be trained. Help employees understand the details, establish processes, and only then transfer the work in full. If a task requires a strict sequence of steps, draw up detailed instructions and provide a link to them. Stay in touch until the new performer feels confident.

This rule only applies to complex tasks that cannot be understood immediately or ivory coast phone number list that are not directly related to the employee's responsibilities. If we return to the example with the intern from our table, then helping a newcomer is initially the job of people who do onboarding. In solving this problem, the mentoring stage can be skipped.



Monitor your physical and psychological state, try to understand in time when there is not enough strength and time for all the planned tasks . This is a clear sign that you need to think about delegating.
Create a two-column spreadsheet to help you see where your time is going. Put your planned tasks in the first column, and the ones that are added during the day in the second column. This way, you'll know which tasks need to be delegated to other people.
Choose for delegation those employees who will definitely cope with the task and who have the strength, time, and desire for it. Do not impose work by force, otherwise it will lead to team burnout.
Transfer not only tasks, but also responsibility and initiative. If you delegated some work, then return to it at the result stage. Do not try to control every step of the performer, otherwise it is no longer delegation.
Don't take success for granted. If an employee does a good job with the tasks assigned to them, be sure to reward them for the results.
If you plan to delegate complex, non-standard or very large tasks, do not skip the mentoring stage. Spend some time preparing the employee, and only then transfer the task to him completely.