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Roadmap for Growth-Oriented Delegation

By: Ines Iros, CFO - SumaLatam

13 September 2016

Why are we discussing delegation? Because this simple idea is a big issue for many of us. Just because you are capable of doing something doesn’t mean you should. As a business or team leader, the ability (or attempt) to do everything becomes your biggest weakness if you want to achieve growth because doing so decreases your own ability to "see the forest for the trees" and strategically meet objectives. 

However, you can manage your time and resources wisely via smart delegation. And the good news is that there is no going back once you start delegating! After you consistently begin doing it, you will be able to see the big picture of your business and become addicted to the positive results. Delegating makes us more proactive and productive

Indeed, delegation leads to growth. So, plan for the delegation. Actually delegate. Then be amazed by how your team grows!

But how can you ensure that everything will be done the way you did it, or in a manner that completes the objectives at hand? The challenge is to delegate correctly. If you don’t, you'll be busy working on the wrong things. Consider the following items as you prepare for successful delegation.

Roadmap for Successful, Growth-Oriented Delegation

Define the task. Clearly define what you need to delegate and if that task is suitable to be delegated.

Select the best person or team. Listen and observe. You should select people who will perform well, with the right skills. Give the work to people who deliver, not to those who are the least busy.

  Give clear assignments and instructions. Do they understand what needs to be done? If they don't, you can't delegate.

Explain the reasons and objectives. You must explain why the task is being delegated. Ensure understanding from the other person. Also measure and make sure people know how you will check that the job is being successfully done. Methods of checking and controlling must be agreed with the other person. Otherwise, this monitoring could seem like interference or lack of trust.

Agree on deadlines. We must establish when the job should be complete. Also, if the task is complex and has parts or stages, define what the priorities are.

Support and communicate. Communicate these new responsibilities. Think about who else needs to know what's going on and inform them. Do not leave the person to inform his or her own peers of the new responsibility.

Feedback on results. It is essential to let people know how they are doing, and whether they have achieved the objectives. If they haven't, you must review with them why things did not go as planned and deal with the problems. You must absorb the consequences of failure and pass on credit for success.

By following these steps, you will delegate more effectively, you will be able to design your own roadmap to success, you will discover new activities to do for each step, and most importantly, you will not be busy working on the wrong things!

Ines Iros

Ines holds a graduate degree in Business Administration from the Siglo XXI, private University of Córdoba. She has acted in different decision-making positions at national and multinational companies, during which she developed a customer-oriented vision. In the language industry Ines has helped to build statistics and metrics into the company culture and to bring a fresh perspective to the world of translation.