You are probably where you are because someone trusted you and wanted you to take on certain key responsibilities. That confidence in the possibilities of each person who integrates a department is a witness that can be transferred to continue growing and strengthening a team. It’s about delegating. Give opportunity for the whole system to prosper and encourage innovation and creativity to be present to create motivated and effective teams.

The importance of delegating tasks

In a leader, the strategic view and vision of the future must prevail over the performance of more operational tasks. For some people who have reached a status within the company hierarchy, there comes a time when the volume of tasks expected of someone who leads a project, department, team, etc., prevents them from taking on other more important tasks focused on their critical functions. This causes stagnation throughout the chain and, of course, stress, becoming a source of frustration for the rest of the team.

Therefore, it is essential to delegate, that is, to transfer tasks and responsibilities consistently to another person on the team, to a subordinate. You can start by setting some objectives regarding the functions that will be delegated, giving freedom of choice and the use of means, and granting trust, to which will be added the flexibility of discovering another way of doing things.

The tasks that are delegated must have importance. The opposite is to spend tedious tasks, remove brown and this has nothing to do with delegating. The tasks that are delegated must belong to your area of ​​influence, the idea is to promote a dynamic of circulation of knowledge and the assumption of new responsibilities for the benefit of the project and the training of all the people who participate in it.

Delegating, finally, means that you will still be responsible for the results of that task and have control over it, but from an organizational perspective and not so much of execution.

Which functions are delegated and which are not?

However, not just any task should be delegated . The functions of a leader are not delegated, such as defining objectives, approving plans, projects, creating processes, certain decision-making at different levels, control of objectives, long-term planning and strategic issues that have to do with the progress of the company. company or that fall within the scope of your responsibility. To do otherwise would be to resign from your duties.

There are tasks that always correspond to a superior assume them. For example, the distribution of tasks, recognitioncorrection of errors from constructive criticism and issues related to discipline. These tasks are not delegable.

Nor should those that keep you in close contact with the activity be transferred so that you do not lose perspective of the business object. For example, contact with the market, with customers. Your collaborators, the people on your team, will be able to perform these functions well, but you are not interested in losing that vision that has to do with the pulse of the business.

On the other hand, it is also interesting to delegate those tasks where there are specialists, people who can do certain tasks better than you.

Method to know what can be delegated and what cannot

If you find yourself in the position of having to delegate tasks or feel that the time has come to let go, asking yourself these questions can help you decide which tasks can pass to other hands. According to the Stafford/Grant approach, the following could be asked:

First of all, an analysis of the task should be done:

  • Is it delegable? Being specific will be a good feature that makes it delegable.
  • Is it worth making it delegable?
  • How should this task be carried out so that it is well executed? It is about setting the quality criteria to be achieved. Perhaps also the times.
  • What factors intervene? Put the task in its context to take into account where you are in the process.

Then, the person who would assume these functions is also analyzed: what current capacity does he have? What potential for improvement does he have with training? What is his attitude like? And finally, what workload do you currently have?

Delegating a task does not mean abandoning it, so it is important to monitor the transfer process by giving the person feedback on the progress they are making. In the assumption of the task, the degree of compliance or correction, where appropriate. Of course, also congratulations. It is also essential to give enough space and time for the task to be assumed, without interfering excessively. For this, it is advisable to keep an open channel of communication in which trust reigns and the aspects in which there are doubts can be consulted.

How do you know if the time has come to delegate?

This questionnaire can facilitate a reflection on whether the time has come to delegate some tasks. Answer these questions and make a decision.

  • Do you take work home regularly?
  • Do you work more hours than your collaborators?
  • Do you spend part of your time doing things for others that they could do for themselves?
  • When you return to the office after an absence, do you find your inbox too full?
  • Are you still doing activities and solving problems that you did before your last promotion?
  • Are you often interrupted with inquiries and assignments about projects in progress and work already assigned?
  • Do you spend your time on routine details that others could solve? Do you like to be aware of every step that is taken?
  • Do you arrive stressed to be able to meet the deadline?
  • Do you have a hard time setting priorities?

What barriers prevent you from delegating?

The reasons why tasks are not delegated to be able to face the day with greater lightness have different origins. It may be that you prefer acting rather than directing. Also that you want to excessively control how tasks are carried out, without giving the person to whom it is delegated the opportunity to find their formula. But reasons related to insecurity can also influence: fear of not being accepted or lack of trust in other people.

Another of the aspects that play against is being excessively controlling, not giving the option to explore other ways. Also not accept mistakes that other people point out or not directly want others to grow professionally. Something common in people who have difficulty delegating is perfectionism that leads to disproportionate vigilance over tasks, which is known as micromanagement. This does not allow the person entrusted with the task to grow and it takes time away from you to carry out your duties, those of effective leadership.

On the organizational side, difficulties in monitoring delegated tasks or not knowing how to distribute and balance workloads make it difficult to delegate correctly.

The fundamental task of a leader is to develop the ability to communicate to others what needs to be done, establish objectives and priorities, monitor them and guide the action of others by aligning it with the company’s strategy.