Pick the Right Person for the Job

Successful managers know how to delegate responsibilities and authority. But nearly all of them learned it the hard way! Relinquishing control can be a bit frightening, particularly when it’s your job on the line if the project doesn’t come through.

If you think of delegation as empowering others, you’re on the right track to doing it successfully. Here are some ways to stay sane and get the job done well.

• Listen and observe — Sure, you have to know which tasks you’re going to delegate, but finding the best person for each task is critical to overall success. Give work to the people who already deliver – NOT the people who have the least amount of work to do. People who deliver usually have traits, values, and characteristics you expect of yourself, and are more likely to perform the task the way you want it done.
• Give clear assignments — Think back to when you were learning your business: The best mentors you had probably gave you clear information and outlined specific expectations. Then they let you prove yourself independently. Don’t insult your delegate with overly-detailed explanations but be sure the delegate can explain back to you what the end result should be.
• Establish deadlines and milestones — Savvy managers establish deadlines a bit earlier than absolutely required and set up milestone checkpoints along the way. This lets you check in without seeming too authoritarian, and gives the delegate a chance to ask questions and confirm direction.
• Trust your delegates and give them authority — The work must be done well, of course, but you have to give your delegates some rope. If you’ve decided to entrust them with a task, give them the chance to determine how they will get from point A to point B. Let them know they have your support if they need to enlist others in the effort, but also give them solid boundaries.

Finally, give credit where credit is due!

There is nothing worse than a manager who delegates and then accepts accolades for the work when it’s done. Managers who publicly acknowledge work done by others inspire loyalty and trust.