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Tricks and Astutenesses
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Tricks and Astutenesses
10 wrong and good reasons to Delegate Powers"They are unable to do it like me"
Wrong reasons. You are responsible, as such you are competent. On the other hand, you team would show probably incapable to handle the work without altering the quality of service. Good justifications. It is certain that in a team a group, it is not everybody having the required competence, but through test you can find probably a profile for the mission. You are the one to identify competent workers to sub-contract to the right person. Moreover, the person iis to b e provided with the means to succeed in his or her mission. It is equally important lay down guide lines in terms of objectives and deadlines. At the same time, allow your collaborator to work by staying away from him. Give him the opportunity and most often, they will give good results.
"The risk to lose my position "
Wrong excuse. By delegating part of your duty to your subordinate, you have the impression of losing a bit of your responsibility. It is certain that part of the daily work which you had control over, will be by controlled by somebody else. Reasons For . Evidently, if you refuse to hand certain responsibilities to your collaborators , it becomes difficult for them to prove what they are up to .It is a psychological blockage which has to be denounced .
It should be noted that the members of you team are not your rivals , but they are there to give you the necessary assistance. Your responsibility to manage and control is not only limited to work carried on by you alone, but should be noted that if the work is well realized , the credit goes to you and your collaborators. "Is not too much for me"
Bad Excuse. Is not like you are bored in the office, but we cannot say you cause a slowdown in work. You question why part of the work be given to other. Reasons For. To hand certain work to collaborators does not only have the advantage of time management but also it permits your collaborators to fill motivated and also keeps them active. But the moment they are idle for a longtime, they can develop the spirit to leave and search for job elsewhere. It is advisable to maintain them in action for it also brings cohesion in the group. If you do not hand certain responsibilities to your collaborators to make the task lighter, it should be done for the interest of the work of others.
"They are not willing to assume certain responsibilities"
Bad excuse. You are willing to delegate powers, but unfortunately, your team is not ready for the task. They don`t show any interest that can motivate one to hand them certain responsibility. Why force? Reasons For. It is possible to have a team where there is little or no motivation. But if you have never heard one of your collaborators complain, it is due mostly to the fact that, there is little or no communication amongst them. “Like a businessman tries to understand his customer, a manager must create that forum to permit his collaborators to express themselves “. Is advisable to always create a conducive atmosphere which permits you and your collaborators to share ideas and also for you to bring out your ambitions. There exist surely that will from your collaborators, but it is the manager to do everything possible to find it.
"Lack of collaboration" placed on him, for example an impossible mission or a boring activity. Good reason. It is human to have friends in a team, but it is not professional to show discrimination amongst those you consider your enemies in the team by always keeping them aside and not giving them certain responsibilities. This discrimination will only go a long way to expansion the friction amongst them. On the other hand, it is important to equally explain to your collaborator why certain responsibilities are given to them so as to avoid certain negative speculations from them.
"I will miss an opportunity to have a good performance"
Wrong Excuse. This has been your project. And since it will certainly be crowned with success, the attributes will go to you. As such it becomes difficult to hand such a project to a collaborator Good reason. Firstly for those expecting appreciation from the hierarchy, know that the hierarchy can still not know the different workers involved in the different projects. But also know that working together with your collaborators by assigning certain tasks to them can also contribute to your growth. It is worth valorizing for a manager to see one of his collaborators that has been recruited by another employer, performing well.
"Je suis le mieux placé pour le faire"
La mauvaise excuse. Cela fait des années que vous êtes en charge de ces tâches. Vous en avez l'habitude, vous le faites bien et vous êtes l'unique dépositaire de ce savoir. La bonne raison. Et si c'était justement parce que vous ne confiez jamais vos missions à d'autres que vous êtes le seul à pouvoir les mener à bien ? Il est vrai que personne ne travaille exactement comme vous. En déléguant, vous êtes contraint d'accepter la différence. Même si vous maîtrisez parfaitement vos techniques, le travail des autres se révèlera peut-être aussi bon. Voire meilleur.
"J'ai déjà trouvé le bon équilibre"
La mauvaise excuse. Vous avez trouvé le bon équilibre entre ce qui vous revient de faire et ce qui incombe aux membres de votre équipe. Vous ne ressentez pas le besoin de vous décharger davantage et jugez que vos collaborateurs en font suffisamment. La bonne raison. Dans l'entreprise aussi, l'équilibre est précaire. Votre organisation, aussi bien huilée soit-elle, peut se retrouver bouleversée par un nouveau marché, un périmètre étendu ou encore une démission ou un congé maladie. Contraint de déléguer davantage, vous réagirez beaucoup mieux si vous avez pris les devants. "Il ne faut pas attendre d'avoir la tête sous l'eau pour déléguer". Prenez le temps de préparer vos collaborateurs à certains outils, dossiers ou problématiques plutôt que d'attendre d'être dans l'urgence pour le faire.
"Je perdrai plus de temps que je n'en gagnerai"
La mauvaise excuse. Sur le papier, déléguer doit permettre de gagner du temps. Or, en ajoutant à une réalisation plus lente les inévitables moments d'explications, de vérifications et de corrections, vous êtes forcément perdant. La bonne raison. C'est exact, pour réussir à transmettre un dossier à un collaborateur, il est nécessaire de lui consacrer un minimum de votre temps. Mais cet investissement doit, à terme, se montrer bénéfique pour votre planning. Les explications n'ont en principe pas besoin d'être répétées et les vérifications seront de plus en plus légères. La personne à qui vous aurez confié cette mission pourra même développer des pratiques pour aller plus vite. Evidemment, il faut pour cela bien choisir ce que l'on transmet à ses collaborateurs : les tâches récurrentes sont celles qui permettent d'obtenir à la longue le maximum de gain de temps.
"Je n'ai pas envie de créer des jalousies"
La mauvaise excuse. Déléguer, c'est choisir. En décidant de confier une tâche à l'un de vos collaborateurs, vous risquez de susciter des jalousies au sein de votre équipe. Or, vous n'avez absolument pas envie de privilégier les uns par rapport aux autres. La bonne raison. La crainte de heurter ne doit pas vous empêcher de déléguer, sinon vous deviendrez vous-même paralysé par la masse de travail à faire. L'art de la délégation implique de la pédagogie. Parfois, il est possible de justifier que votre choix se porte sur Pierre plutôt que sur Paul : plus d'ancienneté, davantage dans ses cordes, moins débordé... Surtout, vous pouvez ainsi lancer une dynamique. |