Common Delegating Mistakes Employers Make

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Delegating is a critical aspect of management, but proper delegation can be tricky. For instance, some employers can hand over a project yet can’t seem to keep themselves from hovering over the team to monitor its progress. They are worried that the concerned worker is going to fail. They feel that they can do the project in a better manner, and it would make them more comfortable if they did it on their own.

Delegating can be problematic and can cause a bit of discomfort among employees. Mistakes committed during the process can result in frustration, wasted time, and poor results. Usually, the first mistake occurs when choosing which tasks to delegate. Ensure that you do not delegate confidential, boring, or poorly defined tasks. In addition, never request another person to deliver warnings or commendations. And certainly, do not delegate the tasks of strategy formulation and team development. Hand over more general tasks that can be handled better by someone else and doesn’t need your expertise.

Here are a number of other typical delegating mistakes that you should look out for:

Being a micromanager

Delegate the outcome, instead of the process itself, where an employee is adequately trained to complete the task independently. Find a balance between giving people the space to make a few decisions independently and grow and monitoring them to make sure that the work is done satisfactorily. Further, make it clear who is responsible for doing the work. When there is confusion about personal responsibility, this reduces the sense of ownership. Ownership is vital because it is also a critical source of pride. Feeling proud after successfully accomplishing a task is one of the key benefits of delegation.

Failing to stay involved in order to track the progress made

It is important to check in periodically as the work continues, but this should be different from micromanaging. Arranging to have some check-in points will allow you to address any emerging concerns and help to meet deadlines. It also creates accountability and notifies the team that you demand action.

Postponing  delegation

Do not postpone delegating until you get overwhelmed by work. Plan in advance. Avoid dumping things because you have a full plate. Make sensible choices that will enable the person being given the task sufficient time to execute it effectively. If you are delaying because you are unsure if the other person can perform the task, think about giving him or her additional training until you feel comfortable with the handover.

Delegating without establishing the level of authority

You must determine the level of authority that will be needed to accomplish the task and how at ease you are with someone else making decisions. Whereas there are no wrong choices, it is crucial that the person being given the job is aware of your expectations. The level of monitoring will be determined by the complexity of the task, and it may change as the project continues.

Not leaving room for people to make mistakes

An environment that leaves room for people to make mistakes is conducive to learning and growth. Being vague in regard to the expected results, timeline, and overall vision hinders the successful completion of the task.  You should not expect people to know what is in your mind. Clarify your expectations and what must be done in a certain timeframe. Share your quality expectations with the team and outline how the project will be measured. Additionally, seek reassurance that the person you are delegating to can handle the job.

Delegating to the wrong individuals

Deciding who has the requisite talents and background to accomplish the job ought to be an important consideration. Spend time matching the experience and skills of the person being delegated to with the job at hand. You might need to stretch it slightly, but there should be a realistic extension of their current capabilities.

Failure to review the delegated work

Do not approve work that is half-done. You have no way of knowing how the project is going to be finished. You are ultimately responsible to the client for the outcome of the task completion. It is in your best interest to see the task through to the end before giving the delegated work your final approval.

Delegating does not mean dumping. It starts with you acknowledging that you have too much on your plate. A successful hand-over requires meticulous planning and training. Delegating without making mistakes requires time and effort, but there are handsome rewards for you and your entire team.

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