How to delegate any task, at any time, to any person
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How To Delegate Any Task is the course that delivers an actionable 5 step model, a step-by-step guide to successfully delegating any task, in any situation, to anybody!
Are you missing deadlines? Always too busy? Constantly under pressure?
Most leaders say they are. But why? A large part of the problem is they are not delegating enough. I know how it feels - I really struggled with delegating tasks.
How To Delegate Any Task is based on my research into finding the very best delegating habits from the most effective leaders to help me overcome my fear of delegating. The outcome of the research is a 5 Step Model that really works - I know, because now I use it everyday!
What You Will Learn:
1. What delegation really is.
2. How to recognise poor and ineffective delegation.
3. The benefits to leaders, individuals and organisations of effective delegation.
4. 5 questions you must ask before you delegate.
5. How to use a 5 Step Model to become a powerfully effective delegator and leader.
In less than one hour you will delegating confidently and effectively!
What You Will Receive:
12 video lectures
2 immediately usable models
Downloadable templates of the models
Lifetime access to the course material
Udemy money back guarantee
Course completion Certificate
Weekly support in the questions and answers section
Who Should Take This Course:
This course is designed to teach the basic skills of leadership. It is highly recommended for you if you are looking to take on your first leadership role, or demonstrate to others you have the necessary skills. It is also suitable for you if you are already in a leadership role but looking to improve your performance.
"If you are looking for a great course to further your career or to just expand your skill set look no further!" Andrea
"Mark Hollingsworth is an excellent teacher, he is very personable and gets his point across clearly. I really enjoyed taking his courses on leadership." Mary
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30 day money back guarantee.
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Certificate of completion.
|Section 1: Introduction and Course Objectives|
There are 5 key learning objectives for you within this course. At the end of this course you will be able to:
1. Define what delegation is.
2. Recognise many of the symptoms of poor delegation.
3. Describe the benefits of effective delegation.
4. Recognise the boundaries what should exist with effective delegation.
5. Understand, and use, a 5 step model for delegation.
|Section 2: What is delegation?|
Many leaders I have met and interviewed describe how they often experience a sense of fear when it comes to delegating. This fear is often without any logic, but frequently exposes some natural human insecurities.
The most common reasons why leaders fear to delegate are:
Loss of power
Loss of authority
lack of confidence in the employees to do the job satisfactorily
It takes too long to explain the details of every task
Loss of job satisfaction
A lack of time to be able to delegate properly
Lack of experience and capabilities in the employees
What is delegation?
Let me share my definition of delegation with you:
Delegation is the skill and discipline of giving someone else a job to do that you can do perfectly well yourself, most likely better than the person you are giving the job to.
How does this compare to yours?
Although the five-step process for delegating (which we will come to later in this course) is a relatively simple process, delegation does involve the emotional challenge of giving up an element of control, and also placing trust in other people.
Many leaders, myself included, have initially found these two elements to be very challenging and somewhat daunting, but those who emerge with the confidence to follow a consistent system of delegation soon find themselves powerfully effective leaders.
As we work through this course there are three words that will become very important in your vocabulary as a leader. In the context of delegation they have the following definitions:
Authority. This is the appropriate amount of power given to an individual or a group by delegation, which includes the right to act to make decisions.
Accountability. This defines that the person/persons being delegated to must answer for his or her or their actions and decisions.
Responsibility. This is the task itself and the intended results, and the ability to set clear expectations of outcomes.
With our definitions in place let's move forward to firstly look at why some leaders are fearful of delegation.
|Section 3: The benefits of delegation|
SYMPTOMS OF POOR DELEGATION WITHIN AN ORGANIZATION
Very often in charting our way to find best practice it is helpful to look at the opposite of best practice – then we can create a system or process to address those weaknesses. In the case of delegation let us now consider the symptoms of poor, or a lack of, delegation within an organization. My research has uncovered the following list:
Deadlines across the organization are frequently missed.
Across the organization some employees often appear to be much busier than other employees.
Employees often feel frustrated and occasionally bored.
Many of the organization's managers are often too busy to talk to their employees.
There is often confusion across the organization as to where authority and responsibility correctly sit.
Employee’s ideas are frequently overlooked by managers, or even worse ignored completely.
Operating objectives are subject to constant change, and those changes are rarely passed down in any detail to the employees who were charged with undertaking the delegated work.
Communication within the organization can be painfully slow, and in some cases even non-existent. This is particularly noticeable between managers and their employees.
Meetings within the organization seemed to drag on for hours without any sense of an effective outcome.
Decision-making across the organization can be very slow, inconsistent in delivery, and in some cases even non-existent. This lack of decision-making can often paralyze the ability of the organization to function properly.
Employees are frequently interrupted by the micromanaging of workloads by managers, and even occasionally higher-level management. Even in cases where decision-making has been delegated the reality often is that those managers still insist on all decisions, and all information, being passed through them. The result is often again paralysis.
This micromanagement leads to a lack of trust across the organization.
Finally, managers and senior staff are frequently seen leaving their offices late at night, often taking bags of work home with them, especially at weekends. Some managers even cancel or postpone entire vacations because of the critical workload they face.
Your personal experiences in delegation
BENEFITS OF DELEGATION
As leaders we seem to face an ever increasing burden of tasks – all designed to distract us from our primary aims of leading (thinking, controlling, strategizing etc.). The difficulties and challenges of trying to do everything yourself usually leads to stress, burnout, and very often missing crucial deadlines.
There is nothing wrong in acknowledging that you do not have the requisite skills to undertake all aspects of your job. Recognizing our own weaknesses or limitations is a sign of wisdom. As a leader you must always be thinking in terms of your overall effectiveness, and focus on the best way to allocate your limited time and your exclusive talents.
Being an effective leader is making sure that you allocate your talents and your time where they can make the biggest difference and the biggest impact.
Powerful delegation therefore should push the decision-making authority down through the structure of an organization. Your challenge as a leader is to find the appropriate level where decision-making should ultimately rest - you have to find the right person to undertake the work.
THE THREE RIGHTS OF DELEGATION
Finally, you need to choose the right tasks everyday to delegate, identify the right people to delegate to and then delegate the task in the right manner.
Benefits to Employees:
Staff/employees would benefit from the following:
1. The provision of professional growth opportunities.
2. The enhancement of self-confidence and the value that the individual adds to the organisation.
3. Personal satisfaction and a strong sense of achievement.
4. Opportunities for employees to be involved in decision-making.
5. The development of increased professional knowledge and new skills.
6. An improved sense of, and understanding of where, the organisation is heading, through greater involvement in the process.
Benefits to Leaders:
As leaders we would see the following benefits:
1. It will make the leader’s job easier and exciting.
2. It reduces stress on the leader.
3. It will enhance the leader’s reputation.
4. It develops trust and rapport with all of the leader’s staff.
5. It frees up valuable time to enable the leader to do more effective work.
BENEFITS TO THE ORGANISATION
We now need to look briefly for the benefits that delegation is going to bring to our organisation. Many of these will logically be a direct counter to the symptoms of poor delegation we considered earlier.
The most important benefit to an organisation is that delegation creates a culture of trust. That benefit is strategic in nature. The gift of trust generates an answering trust. That two-way trust becomes the foundation of building a highly effective organisation.
|Section 4: How to delegate|
Before we move on to consider developing our five-step model for delegation we should briefly pause to consider some boundaries, or no-go areas, that should apply where delegation is concerned.
It would be inappropriate to delegate:
We have now considered the symptoms of poor organisational delegation, we have thought about our own experiences with delegation and have highlighted the many benefits that effective delegation can bring. The Five-Step Model is designed to overcome those challenges and to build upon the benefits.
FIVE KEY QUESTIONS
As we approach a task that we believe needs to be delegated we need to consider five key questions before we begin the delegation process. Those five questions are:
Question 1. Do I have enough time to delegate this task effectively? For example is training required; do I have the time to monitor the progress; is there time to rework the project if it goes off target? etc.
Question 2. Is this a task that I personally should delegate? Make sure there is a final check in place that items which are genuinely strategically important and for your personal attention should not be delegated.
Question 3. Is this a task that someone else can do? Is there someone on the team who already has, or can be given, the appropriate expertise and data to complete the task?
Question 4. Does the delegation of this task provide opportunities to develop and grow employees’ skills?
Question 5. Is this a task that will reappear or become repetitive, in the same or similar form, in the future?
1. The Desired Results. Always strive to delegate to the lowest possible organisational level. The employees who are closest to the work are often best suited for the task, because they often have the most intimate knowledge of the detail of the day-to-day work. In addition we are looking for ways to increase our workplace efficiency.
Having determined the correct person or group qualified to undertake the delegation, explain the desired result or outcome of the task being delegated. It is important to talk about the result or the outcome, not how to undertake the task. Create a clear, mutual understanding of what needs to be accomplished, focusing on what, not how, results not methods. This will require an investment of time. Ensure the individual or the group understands the end result, how it will look, and by what date.
2. The Guidelines That Will Apply. Set out guidelines that will apply to the delegation - the rules. Examples would be financial authority levels, when to ask for help and guidance, etc. Identify the parameters and the boundaries within which the individual or group can operate. Aim to have as few of these as possible to encourage creativity and development of growth, but overall a firm boundary line will need to be established.
3. The Resources Available. Detail the resources that are going to be made available to complete the task; for example people, funding, training, equipment, etc. This also includes any time needed to allocate to help with training.
4. Accountability. Clearly explain how the accountability will work. Detail how the individual or the group will be responsible for the outcome - how they get to the end result is their decision. Set up the standards of performance that are going to apply and those that would be used in the evaluation of the results. Finally, the specific timelines to apply when reporting and when the evaluation will ultimately take place.
5. Consequences. The consequences for the task need to be laid down. For example what will happen if the task is completed as required? What happens if the task is exceeded? What are the consequences for the task not being met? Any rewards, or punishments, that will apply to this particular delegation need to be outlined.
|Section 5: Course summary and quiz|
Check of understanding
Course Models for download
Mark Hollingsworth has extensive leadership experience as a university lecturer in Leadership Development, an author of leadership books, CEO, Executive Director, and Board Chair. In addition he is a retired military officer, having served for 16 years as a senior officer in the United Kingdom's Royal Air Force. Mark gained his MBA in 2003 and became a Fellow of the Institute of Leadership and Management in 2014.
Through his varied career Mark has acquired a unique level of knowledge of the skills needed to be a successful leader. Moreover, he has created and delivered an in-depth academic curriculum, titled 'Leadership Development', at the University of Winnipeg in Canada. In addition Mark has published 3 books on leadership (‘Leadership: The Basics’, 'Essential Guide to Delegation', 'Essential Guide to 21st Century Time Management') and has undertaken numerous lecturing and speaking engagements on the subject of essential leadership skills, helping him become one of the world’s leading exponents in the basic skills of leadership.