Boost Business Unit Execution and Results with by Effectively Delegating Assignments

Effective delegation is at the core of performance boosting skills for managers.Executives and managers today are under ever increasing pressure to boost business unit performance in an environment where “doing more with less” rains supreme. The consequences for failing to increase performance and results are severe. Loss of productivity is one such negative result.

At a time when results need to increase, any loss of productivity is a drag to performance. Lack of substantial performance increases places both the manager and members of the business unit in jeopardy both in terms of advancement and job security. The reputations of all members of the unit, both mangers and employees, are called into question when performance is lacking.

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The Importance of Adequate Delegation Management

One of the best solutions for managers and executives, one which is over-looked, will be for them to become much better at adequate delegation. It is a stark reality, that effective delegation management is virtually ignored by most managers and executives. Perhaps it is egos or lack of honest self-assessment but they look for the wrong solutions. They may worry about the business units budgets or available resources or it may be a concern for outside influences, etc. In point of fact, when individuals within a business unit become much better at executing assignments, productivity improves.

The starting point is delegating effectively on the part of the manager. This rest with the manager and a willingness to get better at delegating. There are fundamental techniques for delegation that can make a difference. By applying advanced delegation techniques, productivity will get better right away. Long term project execution will also take place. Planning -The first solution to improved management delegation is in the planning area. Managers need to step back and look at how thoroughly and effectively they “plan” the delegation of work assignments.

The manager needs to have a crystal clear view of exactly what needs to be done, how it needs to be done and by when it needs to be completed. This is very often taken for granted. The area that receives the least pre-planning is the “How” question.

Managers usually have a pretty good picture in their own mind as to how an assignment should be executed. They may know what standards, methods, effects and resources need to be employed. What they most often assume is that this well be self-evident to the employee they assign the task. A tremendous amount of time is lost because assignments need to be re-done or re-directed due to the miss communication of how the manager expects the work to be completed.

Not delegating through the “lens of the employee” is another miss-step in trying to increase productivity.

Employee are unique and have their own set of skills, knowledge, work history and inter-personal issues within the business unit. A skilled manager or executive with a proven track record in competent delegation, purposefully or intuitively thinks about the employees “lens.” Failure to give the employees view some consideration contributes to less than stellar assignment execution.

Managers who keep close tabs on the unique characteristics of the individuals in their business unit, and think about how they will receive and perceive the delegated task, have much higher execution. There can be any number of interpretations of the employees understanding of the delegated assignment as they filter the communications through their own “lens.” Paying attention to this increases the effectiveness of delegated task.

How to Delegate vs. When to Delegate

A manager who gives more thought to how to delegate efficiently and manage the time line to “When” the task needs to be completed will almost automatically increase performance. Often times this is assumed to be establishing the “due date” for the assignment. The real contributor to effective delegation is the check-points and milestones superimposed on the assignment time line.

Depending on the complexity of the assignment and how many people may be involved, periodic feedback-review may occur at least once per week and often times more frequently. The very fact that the individual or team assigned to the task understands that there will be a schedule of progress reviews will increase their focus.

  1. Where a project is large and complex with many sub-assignments, one or more milestones may need to be established. As an example, the manager may establish that for a given sub-set of the project their needs to be an interim deadline (milestone). Other aspects of the project will depend on that milestone being completed.
  2. The performance and corresponding productivity of the business unit will be significantly affected by effective delegation. If the manager leading the assignment is not perfectly clear about what needs to be accomplished, including how and when, the assignment will not begin correctly.
  3. Communicating a clear vision of the task, and a schedule with appropriate review dates, envisioned as the employee may see them, will deliver productivity gains. When managing people, particular attention to delegating through the “eyes of the assigned person”, will increase the chances for success. where the manager lays out a schedule of check-points and required milestones, the urgency and energy of the team is enhanced. Everyone involves is on higher alert.

 Recognizing Performance Issues May Be Delegation Issues

If a manager is honest enough to recognize that productivity is not where it needs to be they are in a strong position to use the advanced delegation skills. Poor performance in completing the execution of assignments is linked to ineffective delegation. Often the pre-planning for assignments, both mental and written are weak. The description of the work to be done is unclear or limited. Particular attention to how each individual employee sees and processes work has not been considered.

The manager may have established a dead-line for the assignment but deliberate check-point reviews are n in place. The good news is that these issues can be over-come and a high-productivity team can be built. The manager has to make the needed changes. Productivity suffers if advanced skills are not applied. The ultimate pay-off is significant. Productivity improvements happen quickly and the performance of the business unit is raised over many years.

 Copyright M D Moore Marketing, LLC * 2014 * All Rights Reserved

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About 

Michael D. Moore is the publisher of Management By Delegation and is a veteran executive with 40+ years in the Banking and Insurance Industries. A devoted entrepreneur, using his business experience to provide resources for managers and leaders at all levels. For the last 5 years, he has built a growing web presence for helping people with personal and professional development. To learn more about these advanced concepts & join our group Click here 5 Must Have Management Skills

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