You are up to your eyes in tasks and none of them have high added value. You want to do and manage everything because you believe that you are the only one that knows how to deal with these challenges. At the risk of disappointing you, however good you may be, you are not indispensable. If delegating scares you because it makes you feel like you are losing control, then take a step back because there is nothing to be scared of!
#1 Identify the tasks to be delegated
You don’t know which of your tasks should be delegated to your teams. Begin by prioritising your tasks and duties. Quickly identify four categories of duties:
- Urgent and important
- Not urgent but important
- Urgent but not important
- Not urgent and not important
The tasks to be delegated are the ones that are urgent but not important.
#2 Focus on the value
The real question is why do you hesitate to delegate certain tasks that you are responsible for? You ask yourself the same age-old questions which quickly put you off and push you into carrying out the task yourself. “Will they be able to carry out the project well?” “Will they do it like I would have done it?” “Won't training them take longer than it would take for me to do the task myself?” “I understand the whole process so surely I’ll do it faster... ”. Nope... This little voice doesn't do you any good. :) Because while you waste your time carrying out these tasks that clog up your day-to-day work, you’re not focusing on your strengths, the actions that only you can carry out and which are valuable to the company’s strategy.
#3 Different does not mean inferior
Your employees might surprise you! Because we all work differently, your teams cannot replicate exactly what you had in mind, even with the best intentions. While you are used to always carrying out your recurrent projects in the same way, you may be in for a pleasant surprise when observing the working methods of one of your employees.
While the outcome may vary, it will still meet the objective of the task! This new outlook could bring something fresh and creative to the result.
#4 Build a relationship of trust by giving responsibility to your teams
By giving your employees new duties and trusting them, you will strengthen their involvement, their sense of belonging and their performance. If the tasks that they have been entrusted with have been carried out successfully, give them the opportunity to enhance their skills by entrusting them with new projects.
Delegating one of these tasks will allow you to empower and give a sense of responsibility to some of the members of your team. Give them a chance to prove themselves, they might surprise you! ;)
#5 Take the time to share your skills
Obviously some tasks, even if they are not of great importance and value, sometimes require a knowledge of the method and tools. Don’t have a monopoly! Take the time to educate your team members about the tools that you use on a daily basis to carry out your recurrent tasks. Share the method with your teams to ensure that they have everything they need to carry out the project successfully. Formalise and digitalise your work process to make it easier to manage before sharing it with your teams. Bubblz helps managers to share their work processes to ensure that recurrent tasks are carried out successfully and reduce the possible error rate.
It is quite possible that, despite sharing your skills and methods, the work does not live up to your expectations and skills. Give them time to improve and help them by evaluating the work carried out
#6 Get to know your teams and let them choose
Each of your employees will have different preferences and ambitions. If you want to develop your employees’ involvement and performance, find out more about the projects that excite them. Try to understand their career aspirations and the skills that they want to develop. Give them the opportunity to take on duties that interest and motivate them.
And don't forget, alone we go faster
but together we go further!