A delegação é uma habilidade. Não é apenas um caso de atribuir tarefas a outras pessoas ou até passar o dinheiro, pois muitos podem vê -lo com frequência. É uma habilidade crucial ter ao longo de toda a equipe de gerenciamento de qualquer empresa para que as tarefas fluam e o progresso seja feito com eficiência. Para delegar, alguns mais relevantes que outros. No entanto, esses são os fatores que você precisa superar se deseja garantir uma boa produtividade e confiança construídas dentro de sua equipe. Jó
In this article, I want to run through the art of delegation, including some common issues when it comes to delegation, why it is sometimes hard to delegate and what true delegation really entails.
Why people don’t delegate enough?
There are numerous reasons why people don’t like to delegate, some more relevant than others. However, these are the factors that you need to surpass if you want to ensure good productivity and trust builds within your team.
Some of the reasons you might come across are as follows:
- It would take longer to explain the task than to complete it yourself
- Lack confidence or trust in the person you need to delegate to
- You believe you are the only one that can do the job
- disposto a delegar, mas preocupado que a equipe tenha demais, eles já são responsáveis. Alocação
- You enjoy the task, so don’t want to reassign it
- Afraid that it may seem like you can’t handle your workload or are incompetent in some way
- Feel guilt about adding to another employees workload.
The difference between delegation and allocation
Para entender a arte da delegação e como você pode aperfeiçoá -la, precisa ter um entendimento firme da diferença entre delegar a alguém e apenas alocar tarefas. A delegação inclui elementos de
Allocation – Allocation is giving a set of instructions to an employee, asking them to get it done and to report back to you.
Delegation – Delegation includes elements of Autoridade e Responsabilidade. A pessoa que realiza a tarefa recebe uma quantidade de autoridade para levar as coisas e é responsável por essa tarefa e os resultados. Você os está fazendo com que eles fazem parte do trabalho bravete, mas você está dependendo deles para voltar para você com as descobertas para que você possa avançar com ele. Não. No entanto, ainda haverá processos em vigor, como recuperação e reuniões regulares, onde um check-in é feito e você pode ter certeza de que eles estão no caminho certo.
Given these definitions, there are several layers to the element of accountability and the autonomy that is given when delegating, which you can see below.
Level 1 Autonomy: Research/Admin Tasks
This is more allocation than delegation. You are tasking them with doing some of the legwork but you are relying on them to come back to you with the findings so that you can move forward with it.
Level 2 Autonomy: Decision-making
This is the first stage of delegation, whereby you are giving a certain task to that person and asking them to decide on how to move forward but there is a level of approval needed by yourself, on whether that is the correct course of action or not.
Level 3 Autonomy: Empowered Authority
Empowered Authority is the kind of delegation you may give to a department head, whereby you are giving them the authority to take the task in the direction they see fit and make their own decisions on how to move forward. However, there will still be processes in place, such as regular catch-ups and meetings, where a check-in is done and you can be sure that they are on the right track.
Nível 4 Autonomia: Autonomia completa
Here you are giving full autonomy to the person, who has a proven track record and that you trust fully to take things forward however they see fit, with little to no input from you. Outcomes will be presented once complete with full accountability.
5 delegation mindset principles:
The simple truth is that there is no point in delegating unless you have the right mindset.
There are several key factors that you need to be aware of and be comfortable with, in order for you to perfect the art of delegation.
Sense of value – You need a true sense of the value of the time, resource and economic value in the task, in order to be able to fully realise why delegation needs to come into play. You will also need to understand that, even though it may potentially take more time to explain the task to someone else, it will release your time substantially in the future.
quem não - O conceito -chave aqui é redefinir sua mentalidade padrão para um caso de olhar para um problema e contemplar que pode ajudá -lo a alcançá -lo com mais eficiência, em vez de || Esse é o tipo de pensamento de nível próximo que pode separá-lo da maioria dos líderes empresariais por aí. O mesmo vale para a sua equipe, haverá casos em que uma tarefa é delegada e as coisas não dão certo tão bem quanto você esperaria, mas isso faz parte do processo de aprendizado e desenvolvimento. Se você não conseguir enfrentar essa frustração e há uma relutância em resolvê -la, haverá vários problemas que surgirão como resultado. Ter uma conversa radicalmente sincera com a outra pessoa sempre será apreciada se for feita com honestidade e respeito. Ser fiel ao que você acredita e realmente se preparando para ajudar a outra pessoa é fundamental. It is vital that you can act with patience and tolerance when delegating, given a true sense of value in the task, a genuine desire to help others to progress and develop, being able to deal with it if things don’t evolve how you want them to and being able to give that genuine and honest feedback when needed.how you can get it done. This is the kind of next-level thinking that can separate you from the majority of business leaders out there.
Failure Tolerance – Being okay to fail is a sense a lot of people lack in certain areas of their lives, however, if you are not failing enough then you are often not trying enough. The same goes for your team, there will be cases where a task is delegated and things don’t work out as well as you would have hoped but that is all part of the learning and development process.
Radical Candour – Sometimes there may be elements of frustration that occur because things are not carried out in the way you want or because outcomes are not exactly as you imagined. If you are not able to confront this frustration and there is a reluctance to address it, then there will be any number of issues that arise as a result. Having a radically candid conversation with the other person will always be appreciated if done with honesty and respect. Being true to what you believe in and genuinely setting out to help the other person is key.
Patience – Needing patience is a given when considering all of the above. It is vital that you can act with patience and tolerance when delegating, given a true sense of value in the task, a genuine desire to help others to progress and develop, being able to deal with it if things don’t evolve how you want them to and being able to give that genuine and honest feedback when needed.
You can see that delegation is not something that all of us may find easy but it is about a process of learning and adapting Para que você possa abrir a si mesmo e a sua empresa com um potencial ainda maior. Feito aqui ou qualquer outro elemento do gerenciamento da equipe, sinta -se à vontade para entrar em contato abaixo, gostaríamos de conversar. Jhajharia
Take a look at the levels of autonomy it is possible to give and consider how these fit within your organisation right now and how your mindset matches the principles of delegation given here.
If there are any areas you think you need to work on, it is important to recognise this and actively try to develop them going forward.
Should you wish to discuss any of the points made here or any other element of team management please feel free to get in touch below, we’d love to chat.
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