Delegate Like a Leader
DELEGATING has a longer history than has planet Earth. What is involved in delegating? Why should we learn to delegate certain tasks to others, and how can they do that?
Great leaders get the best out of themselves, and out of those on their team. The trick is to delegate effectively.
“To delegate” means “to entrust to another; to appoint as one’s representative; to assign responsibility or authority.” (Merriam-Webster’s Collegiate Dictionary, 11th Edition) So delegating calls for involving others to accomplish objectives. That naturally leads to sharing authority.
In Network Marketing, or any other business opportunity, those given a task to do are expected to fulfill the assignment, to give progress reports, and usually to consult with the one who did the delegating. The basic responsibility, though, rests with the person who delegated the work. He needs to monitor progress and give advice as needed. Yet, some may ask, ‘Why delegate if you can do the job yourself?’
In delegating responsibilities, consider the qualifications of the person you have in mind. If you ask an unreliable person to do a job, he may simply fail to carry it out. So delegate small tasks first. When a person proves that he can do the job, he may be able to handle more responsibility.
To think about:
Yet, more is involved in caring for your Networking business. Personalities, and abilities differ. Experience too varies from person to person. A person with a friendly, pleasant disposition may do well doing a particular job, while one who is orderly, and systematic may prove most helpful in another application.
When assigning responsibilities, specify clearly what is expected. Much depends on the nature of the task and the qualifications of the person. Both the one delegating and the one invited to perform the task should have an understanding of the expected results, and the extent of progress reports to be made. Both should know how much is left up to the discretion of the person doing the job. If the task is to be completed by a certain date, it may be more motivating if the due date is discussed, and agreed upon rather than simply being imposed.
The one assigned should be equipped with funds, tools, and help as needed. It may help to make the arrangement known to others. Likewise, in some cases it may be good to let your team members know who is responsible for a certain task.
Caution is also in order
If you still try to manage the job that you have delegated to someone, you will send him the message, “I don’t really trust you.” Granted, at times the result might not turn out exactly as you had expected. Yet, if the person who has been given a responsibility is allowed some leeway, he will likely gain confidence, and experience. Naturally, this does not mean being unconcerned about how he handles the task. By your words and actions, support the work being done, and commend the person for his efforts. A brief review of the result can help him. If the work is not being done properly, do not hesitate to offer additional advice or help. Remember, the final responsibility lies with you as the one delegating.
Here are some quick tips to help you delegate:
- You Need to Accept the Responsibility to Delegate
Don’t wait for someone to volunteer; request that, specific people take on specific tasks.
- Sell what you see, Not the Problem You See
Point to the destination, and encourage others to use their creativity to get there.
- Request the help you need
If you want someone’s help, request it. Don’t make your team play guessing games about what you want or need.
- Make the tasks manageable
Give manageable tasks to yourself and to others. You’ll have the satisfaction of each success while you build your various strengths. It’s like building a muscle — you don’t do it all in one week!
- Commend, Commend, Commend
When your team celebrates success, commend those who handled their tasks well. They’ll be all the more likely, and willing to take on the next challenge