4 steps of delegation - Leadership Tutorial

4 steps of delegation is a free tutorial by Nicolas Scheel from Leadership course
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Good now if you say All right understood why I should delegate but how do I go about it. There are four steps and delegating the first one is the easy while I saw that was somewhere between easy and complicated. It sounds easy but in reality it's not that easy. So you create a task list. That's what I already told you in the example I wrote down all of the tasks that I was doing in order to get an overview. It can be tasks and responsibilities it can make decisions doesn't really matter just write them down. And then remember it can be your own tasks that you're delegating. But it can also be the tasks of the entire team. If you want to delegate tasks that the team is doing to some other team or outside of the project and these tasks can be one of the towns that you need to do only once. Or they can be recurring tasks that you need to do every day or every week or whatever. When I said it can be easy. I meant that it's easy writing the tasks down but just sitting down and thinking of all the things that you do with approaching men I'm sure will require some time and some thought because the interesting and the fun part of being a project manager is that you have a variety of tasks but then Exactly and that makes it difficult to write them down because no day is like the previous day and there's always something new that you need to do. First up create a task list. Second step. Identify an appropriate and suitable colleague that could take over that task or responsibility or decision. What do I mean by shootable me. It really depends. You should take a look at the No all that he has and if he already has a lot of know how in that particular area that's good because it's easy for him to take over the task. But it doesn't need to be even if he doesn't have a lot of knowledge in that area it might be a good idea for him to take over the task to exactly build up that knowledge. Second thing that you should look into is the experience. Does he have some experience or a lot of experience executing that task or not at all. And same as with the know how and the knowledge it can be a good thing or a bad thing to have a lot of experience. It depends on what you want to do. Which brings me to the third point. Is there some potential for development. Do you want that colleague to develop some new skills. If so it will be a good idea to give a task to somebody who's not very knowledgeable not knowledgeable and experienced with that task because they have the opportunity to learn something new. But remember it should also be interesting for them. So if you want. If you delegate a task to somebody who's not interested at all in that task you will probably not get good results. So to also take into account the interest that that person has in executing the task. And finally the topic of workload. I mean there are always some people who are doing more than the fair share fair share of the of the work. And if you constantly putting on more work on their shoulders they might get a burn out or something like that. So just take a look at all the other tasks and responsibilities of that person and think whether they can take on another task. So second step identifying is shootable colleague for that task third step identify is mutable delegation stage. That sounds a little bit more difficult. And I will show you two examples on how to do it exactly. In later chapters but just for your reference. Delegation is not black and white. It's not either you delegate or you don't delegate at all. But there are shades of gray in between there are two rather simple simple methods of picking the right shade of gray and they are called situational leadership. And the delegation board now will go into detail of these methods later on what you need to be aware that the third step is picking the right delegation stage for the task and the employee and the fourth step. That's an easy one just leave you with the results. I mean just because you delegated the task doesn't really mean that it's working brilliantly. You might have picked the wrong employee you might have picked the wrong task you might have picked the wrong delegation stage. There are all kinds of things that can go wrong. So you should