Seven ways to improve your delegating skills

Delegation is a key skill for effective leaders who simply do not have time to do many tasks on a daily basis. Be able to delegate allows leaders to release to perform tasks with high added value they are paid to do, and to improve their own performance. Here are seven tips on how to delegate more effectively.

1. Consider the advantages. Delegation is not only free you from tasks that are within your level of compensation - it is also about making those who work for you happier. The downside of the delegation is empowerment. Let people focus on their work and giving them control is a huge motivator and will result in a boost in their discretionary effort. This is not just a short-term commitment, either. Giving them new tasks that stretch them, you build skills, advance their careers and be the kind of manager any ambitious person wants to work.

2. Define the scope. The first question, perhaps, is this: What do you delegate? And the answer is: as much as you can. As a senior, you should keep three key areas. The first of them is big picture stuff such as strategy , the second important task where you can make a real difference , and the third is the relationship - for this reason many senior people to ensure they are involved in recruitment . Almost everything can be done by someone else.

3. What not to delegate. Do not spend on tasks involving highly confidential information unless the person to
whom you delegate them to a level similar game as you do. For quite different reasons, you should not delegate jobs just because you do not like them, because it can be very demoralizing. Also, do not hang in low grade jobs just because you really like them, even if it does not hurt to get your hands dirty from time to time.

4. Learn to let go. Many managers are delegated excruciatingly difficult. The main single reason for this, to be frank, the control freakily. Many people believe that if you want a job well done, you must do it yourself. Consequently, they are micro managers chronic. If you fit this description, you should try to let go: micromanagement is a waste of your efforts and demotivate those below. If you're struggling to do, start small. Delegate a bit. So if your underlings do a good job, delegate a little more, which should result in a virtuous circle. If you're really in trouble, try to think of the alternative. If you cling to every task you do now, how do you go forward? Think also about the low value tasks that you have already abandoned - and how little you miss.

5. Define a detailed brief. Other managers are poor because they rely delegating tasks and just take the job done. Appropriately selecting and inform those to whom you can delegate seem like a chore, but it is an investment that will pay back many times. Okay if the task is done, discuss a schedule and decide how progress will be measured. The next time you do, it will be easier and the time after that even easier. What you do is to create a model of delegation and building your reputation as someone others are happy to take delegation.

6. Provide the right tools. Remember, too, that you should give to those you delegate the tools and resources to perform their tasks. If you delegate sorting travel itinerary of the team in your personal assistant, he or she will need credit cards, access to contacts within corporate travel management and so on. You must monitor what staff do, without interference, and listen to their suggestions. You should also make sure that people know your door is open if they have problems. It is far better for your staff to ask you some minor issues early that prevent a disaster two days of the completion date.

7. Always offer comments. If those to whom you delegate tasks do well, you must ensure that you give them a positive feedback and they get credit elsewhere in the organization. This requires a little conscious effort. It is very easy to slip in giving feedback when the work is done badly. And people are likely to rent rather than your team. But positive feedback is extremely motivating, and tell others that your team has done the work reflects well on you as a leader.