In other words, based on how good they are at the task and how motivated and confident they are to get it done, will dictate how you lead them through it.įor instance, Sarah may have initially been confident at completing the task for you, but her skill level was practically at beginner. The confidence levels of that individual.The task maturity of the person in question.The situation consists of two key factors: In situational leadership, you must change your leadership style to suit the situation. This then builds capability and sets you apart as a leader that ensures things get done, and people develop under your guidance. Follow the same framework and you’ll get a consistent result. Think of the ability to delegate tasks effectively as a recipe. One of the best models of knowing how and when to delegate tasks effectively is the Situational Leadership Model.ĭeveloped by Paul Hersey and Ken Blanchard, situational leadership is a framework to allow you to delegate the right way and to be able to adjust your leadership style to suit the situation. In other words, good delegation comes from first identifying the skills that each team member can develop, and then starting the process of assigning them, to build their confidence and skill levels up. It involves carefully working out tasks that are in line with the team’s goals and objectives and also the individuals goals and skills needs. It’s not merely the act of telling someone they must do something. While she is working on the task, we should have actively helped her through it.ĭelegating is a two way street. We should’ve then identified what extra resource Sarah needs to get the job done and be on call in case she gets stuck along the way. This will include what needs to be done and how, and when. We should have detailed the steps in the task. We could’ve sat down with Sarah in good time and discussed the task. But as the leader, you are accountable for what gets done or not done, in this case. Obviously, there’s a lesson to learn from both parties. How did it get to the point where you dumped a task without talking her through it? Perhaps she thought she could, only to find that she was out of her depth? But she may have been reluctant to tell you that she couldn’t do it, in fear of coming across as incompetent. Don’t forget, despite delegating tasks, you still have accountability to ensure that its completed on time and to standard. You rushed her through the objectives and ran to your next appointment. You gave them the task and it was short notice. The reality is, you are at fault as the leader. Perhaps she’s not a good fit for the team? She needs to be punished for doing a bad job. She said she was okay with the task and was left to get on with it. Who is at Fault Here?Īn autocratic manager would instantly say it’s Sarah’s fault. Now you have to rush a two hour job which is already delayed. You return in little under two hours later to find that Sarah hasn’t completed the task very well at all and your deadline of two hours is over. You ask if she has any issues, and she confirms she is okay. Nevertheless, you give her it, and tell her that it needs to be completed in the next couple of hours. You’re leading a small team and one of your employees, Sarah, is relatively new to her task that you are about to set her. In this article, we’ll go through the four step framework to help you delegate tasks effectively, and make it a habit, so you can be your own version of the 1 minute manager. In recent articles, we defined that delegation should be a continuous thing to do not something that you pick up and implement every now and again. Most managers often know that they should be delegating regularly, but how do they delegate tasks effectively?
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