Delegate is effective and profitable

According to statistical surveys, more than 90% of managers responded positively to the question: "Do you delegate your authority?" However, few of them were able to develop an answer and say how they do this and most importantly - why. What is it to delegate? Is it really necessary?

Benefits

First, let's try to formulate a clear definition of this action: to delegate is to delegate to the subordinates some of the authority of the head with all the ensuing consequences. What does this give the head? First, it frees up his time to solve issues and tasks that can not be shifted to anyone, and time, as you know, is the most valuable thing a businessman has. Secondly, it allows the personnel of the lower level to gain experience, to study professionally without disconnecting from direct activity, so to speak, "to work in the field". And thirdly, to delegate means to monitor personnel in order to identify enterprising and sensible employees who can form a powerful and productive team that does not need constant monitoring. The whole process of supervision is to issue a task and to accept a report on its implementation.

back side

If everything is so rosy, why is the top management in no hurry to delegate duties, preferring to drown independently in the sea of routine? Here, our "wisdom" can play a role, stating that a good result can only be done by yourself. Someone is afraid of losing control of the team, dropping their supreme status, discovering that he himself can be replaced by someone, and the motive may be ignorance of who and what exactly to entrust. All these reasons take their origin in the low qualification of the management. The ability to delegate is a litmus test for a person occupying a chair of any rank. Such a position a priori implies the ability to manage the entrusted team.

It is impossible and it is possible

Let's try to understand which tasks are subject to distribution, and which remain the priority of the chief. Since any executive position implies a wide range of activities, it will be easiest to identify those functions that the leader needs to retain to himself.

1. Motivation is definitely not subject to delegation. Distribution of bonuses, various bonuses, wages, increase of employees in positions - all this is decided at the level of management.
2. The setting of strategically important goals for any term also belongs only to the leader. The rate is always set by the captain, he also owns the maximum information necessary for such a task.
3. This category includes tasks that require a narrow specialization of the chief.
4. Of course, this includes tasks related to risk. Since it is not always possible to evaluate the results of such actions, only the manager should be responsible for them. It happens that he himself does not always have an idea, due to objective reasons, about the consequences of the decision, so do not delegate such moments to his subordinates.

All that is not included in this list can be safely "lowered" down. Delegate the rights and responsibilities followed by proactive and responsible employees who have the necessary knowledge and skills or are able to train. The first time you experience this method of work, you might think that delegation is an unreliable tool, as it takes a lot of time and effort. However, after a while everything will "get on the wheels", and the car will go by itself, and the chief will be able to assess how much easier it can be the role of a leader with a competent approach.