The ability to delegate is one of the most difficult, but also one of the most important, skills for most executives of large, medium and small companies. It allows you to invest your time in what is really relevant instead of having to do everything yourself. One person alone cannot handle all tasks and delegation creates the growth of the organization. To move forward you need to relinquish some responsibilities and remember that there isn’t just one way to do things. Knowing how to delegate and making the right decisions is very important to have the ideal person,” he says. Aritz UrrestiCEO of goal boxes.
east productivity expert Points out that “the employer often fears that the person who is supposed to do the work is unable to do it, is very busy, does not have time to delegate, or simply does not believe that there is someone qualified to do it the work is good. Learning how to delegate is important to achieve greater productivity.
To make that decision, Urresti offers seven keys to learning how to delegate, trusting others, and our ability to organize other professionals. “Breaking down mental barriers or defining the goals associated with the tasks we want to delegate are some of the guidelines we should keep in mind if we want to be successful and grow our business.”
1. Remove mental barriers
“There’s a fear of delegating because we think training someone takes time and that stops us. We can load ourselves up with work because we believe that our tasks are simple and not worth paying to put in anyone’s hands, or on the contrary: they are so difficult and complex that we trust them know how to make them good only themselves. If a company wants to grow, it has to delegate.
2. Define the tasks to be delegated
“Write down the activities to be delegated and how long it would take to complete them to know the hours to be delegated. Find out whether you need one person for this or whether you can distribute the functions to the members of the company».
3. Define the goals associated with the tasks
«It’s not the same to say ‘you have to do bills’ as ‘you have to do 5 bills a week’. That means what you have to delegate are result-oriented goals. When you connect some weekly goals, the delegation will make sense and that person will be productive.
4. Define the profile for these targets
«What happens when you delegate tasks that are necessary for the good results of the company? The responsible person’s profile depends on the goals you want to achieve in a week. If your goals are eight visits and three bills a week, that person needs to have a very extrovert profile and be able to answer the phone naturally, while for 200 bills a week you need a specialist profile in managing Excel without calling having to think the calls.
5. Find the person with the right profile
“They should be people capable of achieving those goals, not tasks. The definition of the profile will change quite a bit. This is why people get it wrong when it comes to choosing people profiles.
6. Measure goals weekly
«Educate yourself, help the chosen person and analyze the goals each week to be able to see the progress and results and implement the best actions needed for the next week».
7. Improvement Actions
“They are the key to a good delegation. They must be carried out weekly to correct any discrepancies. These improvement actions are on the agenda with the aim of being firm in terms of compliance. However, not delegating can cause someone to fail as a leader because it is not conducive to the development of their team members. A good leader takes pride in their team’s achievements and works to achieve them.”