Delegating responsabilites... a tool of success | Human Soul

7 July 2020

In these busy days, I don’t know about you, but about me, I don’t have enough time! And as much as I try to add hours to the day, I just can’t; and the truth how good! Well, that would imply having to work more, study more, have to take care of children more, among other activities. But definitely, something is clear: the more work, the less time reaches me; The more work I release, the more new work appears to me.
Delegating responsibilities to the right person will bring great benefits.

For this endless chain of work there is an apparent solution: Delegating, which, in simple terms, means that one person assigns to another the accomplishment of a specific task or project and that the latter assumes the commitment to complete such task or project. It is one of the most important skills that characterizes successful managers and that often “overworked” managers neglect or do not know how to use. People who effectively delegate spend time planning work assignments and organizing resources to achieve business goals in the most productive way possible. (Harvard Manage Mentor Plus Management Skills Course, Centro México Emprende Canaco Veracruz)

When we delegate, we are not taking responsibilities in an “irresponsible” way, it is not about giving our work to someone else for not wanting to do it, the action of delegating brings with it a series of benefits for our company and for our staff and not only for us . The secret is to delegate effectively and responsibly. And I know that right now you are wondering how your employees will benefit from carrying out activities that were yours to do? If apparently now they will be the ones with the most work.

The benefits of delegating are practically that you can decrease your workload and decrease your stress load by eliminating the small tasks that do not allow you to focus on the ones you really need from your experts. Looking at it in another way, it increases your available time to focus on projects that require your specific skills and authorities, as well as your most relevant issues in the long term, delegating the short term.

And to the company, how does it benefit you? Although we have already seen that the fact that you focus on larger projects that, apart from being strategic for your department, are also strategic for your company, the company saves money for the organization by guaranteeing that tasks are assigned to correct people, avoiding rework and increasing the productivity of the company.

While this leadership tool is an excellent channel for productivity, there are a number of red lights to know when the most appropriate time to start delegating is, or you are not really delegating correctly:

  • We always have work pending or lagging
  • Our mail is always full with work pending (not the staff)
  • He regularly retires several hours additional to his departure time in order to finish his work.
  • You are doing work that “only you can do”
  • If you have already delegated some tasks, you are very late because you give many instructions about it
  • The delegated works are incomplete and the agreed deadlines are not respected.
  • Your direct collaborators are sometimes bothered by having delegated tasks and not having sufficient authority to perform the delegated authority.
  • You frequently intervene in delegated activities
  • Your collaborators do not feel secure enough to carry out the activities you delegate to them
  • Often you end up redoing the delegate, because again you consider that only you could do really well.

Now, we can delegate in several ways. We can delegate by specific tasks, by projects or by functions. When we delegate by tasks, we delegate specific activities that we supervise closely, giving collaborators confidence that they will be able to carry them out. On these occasions we do not place great responsibilities in your hands, but neither do we minimize the efforts or the implications thereof. The next step would be to delegate a complete project, that is, we are going to leave a whole process in the hands of a third party or a group, where they will be fully responsible and that implies giving them, the resources, the authority and the means. An example of a project could be to delegate an event, a campaign, among others, where although you do not disclaim total responsibility, you do not absorb it either because of that you disallow it. The third way is to delegate functions and is where you appoint a new operations manager, an assistant president, a sales manager, among other positions.

It is very important when delegating, delegating resources, autonomy, authority and responsibility. Without these resources, only problems are delegated. It must be delegated with confidence of the generation in the results and in the good to be done, not with the hope in the “I know it will not be able”. Remember that delegating is looking for a benefit for everyone in the organization.

I invite you to delegate responsibly and not only to give support tasks to get rid of work. If we delegate responsibly, we achieve success in our companies.

Author: Mtra. Zoraida Friné Ameijeira Ortíz

Author: Mtra. Zoraida Friné Ameijeira Ortíz

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CORI Tax & Legal

Human Soul is part of the Cori Tax & Legal corporate, dedicated to accounting management, payroll systems and human capital management.
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