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Harvard Business Review

Delegating Work (HBR 20-Minute Manager Series)

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    Nikolay Khokhlovmembuat kutipan4 tahun yang lalu
    Routinely keeping track of the special skills of your staff members—and logging their skills into the spreadsheet discussed earlier—will help you match people to assignments
    Nikolay Khokhlovmembuat kutipan4 tahun yang lalu
    As you compare the skills required with the characteristics and capabilities of your staff members, keep these factors in mind about each person being considered:
    • Growth and development. In what ways could the work address the expressed interests and needs of your staff members to try on new roles or take on stretch assignments?
    • Development of new skills. Consider how an assignment might challenge a staff member to expand his competencies.
    • Availability. You may want to avoid choosing an employee whose work on a more critical project would be interrupted.
    • Previous assignments. Try to delegate tasks even-handedly among your staff members to help improve the skills of each, as well as to avoid the appearance of favoritism.
    • Assistance required. Determine how much help would be needed from you for successful completion of the assignment and how much time you have available.
    • Time on the job. Don’t give new employees extra assignments until they’re fully settled in.
    Nikolay Khokhlovmembuat kutipan4 tahun yang lalu
    What interpersonal skills
    Nikolay Khokhlovmembuat kutipan4 tahun yang lalu
    What are the activities that must be performed for the assignment, and what systems or equipment will be needed
    Nikolay Khokhlovmembuat kutipan4 tahun yang lalu
    What kinds of thinking skills are needed for this job?
    Nikolay Khokhlovmembuat kutipan4 tahun yang lalu
    Before selecting the person for a given assignment, analyze the job and determine the skills
    Nikolay Khokhlovmembuat kutipan4 tahun yang lalu
    Delegating by function. Assigning groups of tasks and projects related to one ongoing activity, such as sales, marketing, or training, involves delegating a particular function to one staff member who will provide you with regular updates within that function
    Nikolay Khokhlovmembuat kutipan4 tahun yang lalu
    you narrow your options down, consider how much of the work you’ll transfer:
    • Delegating by task. Assigning specific tasks or subtasks, such as writing a report, conducting research, or planning a meeting, is the most basic approach. You’ll probably want to start here.
    • Delegating by project. Assigning a group of tasks designed to achieve a specific objective is a broader approach than task-level delegation. Delegating by project—for example, developing a new employee handbook
    Nikolay Khokhlovmembuat kutipan4 tahun yang lalu
    Not all work, however, can or should be delegated. As a manager, you must retain responsibility for activities such as the following:
    • Directing and motivating your team
    • Aligning your team’s strategy with company goals
    • Evaluating employee performance
    • Helping your direct reports develop their careers
    • Hiring and firing staff members
    • Handling complex customer negotiations
    • Performing tasks that require your specific set of technical skills
    Nikolay Khokhlovmembuat kutipan4 tahun yang lalu
    Carefully thinking through why you’re looking to delegate will help you set clear goals when you make the assignment and more easily assess how well you’ve achieved your purpose once the assignment is complete. Goals in mind, you’re ready to start flagging specific pieces of work you could delegate to others.
    Nikolay Khokhlovmembuat kutipan4 tahun yang lalu
    before making an assignment you’ll want to do some prep work. You’ll need to note your reasons for delegating, determine exactly what work to hand off (and what not to), decide how large a slice of the work you’ll delegate (just a task or an entire function?), and specify the skills required to successfully complete it. Next you’ll identify the best person for the assignment and determine the level of authority to be delegated. Following all these steps may seem like overkill, but doing so will ensure that you make the right assignment to the right person for the right reasons—and with a high probability of success
    Nikolay Khokhlovmembuat kutipan4 tahun yang lalu
    Give him a chance to muddle through and figure it out. Be available to provide support, but allow your employee a chance to learn
    Nikolay Khokhlovmembuat kutipan4 tahun yang lalu
    You believe your staff will resent additional work. Don’t just dump grunt work on your people—manage their expectations with open discussions. Let them know they’ll get opportunities to do new and interesting work. Tell them how projects will expand their capabilities and that you’ll support them in making their own decisions—and then follow through. When you do have to assign dull administrative work or a beastly project, such as organizing a cluttered image library, be up-front about it: Acknowledge that it’s beneath your employee’s abilities but that it has to be done. Give the reasons why: Providing the larger context will lessen the sense of drudgery and motivate your employee to complete the work without resentment.
    Nikolay Khokhlovmembuat kutipan4 tahun yang lalu
    You like things done your way. Focus your energy on communicating your preferences and quality standards rather than on controlling how the tasks will actually be
    Nikolay Khokhlovmembuat kutipan4 tahun yang lalu
    You lack confidence in your staff. Start by delegating small tasks and projects so you can gradually build their confidence—and your own
    Nikolay Khokhlovmembuat kutipan4 tahun yang lalu
    • It’s just easier to do it yourself. The thought of organizing, explaining, and monitoring an assignment can feel like it will add hours to the job that you just don’t have. But that’s a short-sighted view
    Nikolay Khokhlovmembuat kutipan4 tahun yang lalu
    open time to think and be creative.
    Nikolay Khokhlovmembuat kutipan4 tahun yang lalu
    Block off thinking time on your calendar during periods when you’re at your best—perhaps first thing in the morning or a specific afternoon each week—and be sure to record, sort, and save your thoughts.
    Nikolay Khokhlovmembuat kutipan4 tahun yang lalu
    Continually answer the question, “What next?” Your unit can’t deliver top performance without a clear picture of where it’s going, so once you’ve envisioned your unit’s future, share it with your team so everyone is clear on—and energized by—your major goals and how you’ll achieve them
    Nikolay Khokhlovmembuat kutipan4 tahun yang lalu
    creative in your pursuit of ideal candidates. For example, ask vendors and customers who know your staff and your organization to recommend potential new hires.
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