Delegation is like planting a seed. After planting a seed a gardener is not done. The gardener gives the seed water and protects it against weeds. So, the gardener stays involved.

Unfortunately, this is where managers get stuck in delegation. They just want to go from planting the seed to the gorgeous sprout! They don’t want all that involvement. And then keeping track of all the stuff that’s been delegated is a day job in itself. Delegation is hard work. So, they wish for a magic wand that makes the delegation process something like:

Step one. Delegate to employee

Step two. Employee comes back after x weeks saying that project is done and finished.

If only…. it was that simple.

The problem for those managers is that the value of successful delegation is not clear.

Think of it this way:

The value of delegation is not (only) time.

It’s true that delegation is an instrument to get more time so you can make the best use of your time and skills. But there is more. Much more.

The beauty of delegation is that it can empower, engage, and develop employees. That’s the true beauty and enormous added value.

Become aware of that. Delegation is not about the person who delegates – you- it’s about the other.

So, how to delegate in a way that you have that added value of employee engagement?

That’s a matter of asking the right questions. Here are a few:

1 – What are tasks/projects that are not your strengths?

2 – What are tasks/projects that your employees are really good at?

That’s your delegation foundation.

Then you’ll take it deeper. Much deeper. That’s what we’ll do in the Upcoming UleadU program.

And if you don’t want to wait working on your delegation –the UleadU-program starts October 3rd – here are a few simple steps:

1 – It gives, but at first it takes.
Realize that delegation produces significant benefits, but only after investing more time at first. It’s a fact. You need to create space in your busy schedule. Bad news? Yes, I know but look at it as a huge investment in your and your employee’s future.

2 – Be clear.
Be clear about the end result. If you’re not clear, how can you expect your employees to know what end result will satisfy you?

3 – Let your employee set the deadlines.
People commit more to deadlines if they have set those themselves. So, let them set their own deadlines within reason of course.

4 – Break down larger projects in smaller parts
You don’t want to learn for the first time that a project is going nowhere near the envisioned finish line. Break the project down in small steps.

5 – Coach, don’t solve.
This can be difficult. But bite your tongue when solutions pop up in your head. Coach.