“It’ll take longer to explain to someone else how to do it, so I just do it myself.” We’ve heard it many times, but in today’s collaborative business context, it’s not an approach that is generally productive.
So says Denise Fryer, programme director for the Henley Business School Developing Management Practice (DMP) programme.
You need to consider whether you are doing your own job effectively, and why delegation is needed. But as well as maximising time efficiency, delegation can develop the skills of your team and its members, build morale, and ensure that the best person is being used for each task.
Self-awareness improves team capabilities
Understanding team members’ capabilities is key, but the process often needs to start closer to home, so part of our programme looks at your own individual styles, strengths and weaknesses, and understand where delegation would yield positive benefits.
We also consider reasons why you tend not to delegate, such as control freakery, lack of resource or time. Having confidence in the capability of every team member is essential, so the recruitment or development process has to be sound too.
Communication is key
Clearer planning and better communication will usually help overcome the panic to get things done quickly, so we look at a range of issues to help managers find positive solutions.
Expectations have to be realistic and all parties must be clear about what success will look like, and how and when progress will be reviewed.
When it’s used to best effect, delegation is a powerful tool for building performance across a team, so in such a competitive environment, neither you nor your organisation can afford to ignore it.