3 Keys to Delegating for Success
Managers in high performing organizations show the ability to execute and get results over a long period of time. There are a number of reasons for this success. Among them, and inherent in the ongoing success of managing people and projects, are three important principles of management by delegation.
- The Action Plans & Assignments are more consistent – The high performing managers have developed a basic approach to constructing the details of projects and assignments that pave the way for consistent execution. This skill is not something you turn on or off but an approach that is used in planning all assignments. They have a “game plan” for building the projects and they stick to it for each new project or assignment,
- The project plans and assignments are well though out – Each assignment, whether big or small, is well thought through and coordinated. The action plans are laid out with each sub-segment clearly defined and each action step sequenced together with all others. Timelines, checkpoints, milestones and the selection of people to complete them are in place. The high-performing manager pays close attention to two key elements. Identifying Key Action Steps on which other steps depend. They make sure fall back plans and contingencies are built around these key steps. Second, Inter-dependencies are identified. Where the Project Plan have two or more -sub-sets of activities going on, any dependencies between them have been identified and the time-tables coordinated.
- Project Plans are well Communicated – The communication of actions steps and objectives for the business unit and each individual are clear and well devised. The manager has considered how the assignments may look to each employee. This is referred to as “delegating through the Lens of the Employee.” This skill and the techniques that allow for employee perspectives remain a hallmark of the high-performing manager.
Delegating for High-performance
For high-performance organizations and high-performing managers and Executives, these three principles support the long term consistency of managing for results. The ability to execute projects and assignments consistently over a long time-line is not a chance occurrence. Successful managers adhere to the principles of effective planning, delegating and managing the execution of the business unit’s work. By implementing the principles of managing people and projects day in and day out, the manager gets better at the process. Skills and techniques are refined. Experience is brought into improving the process for managing. They stay with the game plan and they know what to expect. Performance becomes a consistent and dependable characteristic that leads to long-term success.
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