Why and how to delegate works: Vì sao cần và ủy thác công việc như thế nào?
Delegate: Ủy thác, giao việc cho người khác - Là cách hoàn thành công
việc (của mình) qua tay người khác. Đây là một trong những kỹ năng quản
lý/lãnh đạo cơ bản.
The final test of leadership is to leave behind men and women with the
conviction, commitment and competency to carry on ... and this can be
accomplished through delegation. Delegation is the on-going process by
which a leader assigns additional tasks (i.e., responsibilities and
authority) to a subordinate in such a way that there is acceptance of
responsibility for the assigned tasks.
1. *Benefits to the leader*
• Eased work pressures - not dominated by minor details
• Increased time for primary (broader) responsibilities
• Increased time for self-development
2. *Benefits to the subordinate*
• Challenge and interest
• Increased motivation
• Increased opportunities to learn and grow
The twin goals of delegation are (1) the development of subordinates and
(2) the increased effectiveness of the leader.
*Why One Manager Does Not Delegate*
* He can do it faster and better.
Even if this is true, does he have confidence in his ability to get
the thing done through others rather than doing it himself? In other
words, can he delegate?
* He thinks his subordinates can't handle the assignment and will make
a mess of it.
Honestly, he does not know unless and until he tries them out;
moreover he can train them to do it.
* It takes too long to train/guide them to do it.
Yes, it may take a longer time in the short run but he is not
investing in the short-term task but in the long-term development of
his staff. Moreover, when they can handle the job, he would have
more time for his primary responsibilities such as setting
departmental/organisational direction and objectives and building
* If he trains his subordinates to do it then wouldn't he become
Isn't that a good thing that you have a replacement ... so that you
can be promoted to a higher level in the organisation?
If this manager continues not to delegate, he may be taking a shortcut
to the cemetery because the work will be too big and heavy for him to
bear alone. Meanwhile, his subordinates will become bored and lose
enthusiasm in their jobs.
*How to Delegate*
1. *Select the task to be delegated and match it to the proper person*
Delegation is not the assignment of routine tasks to anyone who
happens to be available. There is a need to assess strengths,
weaknesses and previous experience of all available personnel and
then match them with tasks that will utilize their strengths and
Looking again at Moses' criteria in his selection of men to help him
in the task of mediation (Exo 18:21-23), we see that he chose
spiritually and morally qualified men for the tasks. We too need to
look for these same qualities in our potential candidates.
2. *Meet for the initial delegation and motivate*
The key to successful delegation is communication of the importance
of the assigned tasks and how they fit into the grand scheme of
things. You need to present the tasks from his perspective, "What's
in it for me?" In other words, ensure that there is benefit for the
person. This is also when you communicate performance expectations
and clarify the extent of his authority.
3. *Maintain supervisory control - observe, review and coach
*Delegation is not the abandonment of tasks. As a leader, you are
still ultimately responsible therefore time should be set aside to
observe and meet with the subordinate for follow-through and review
of the delegated areas. This follow-through will give you the
opportunity to coach the subordinate in his new assigned tasks. Time
spent with your subordinate will also provide you with the
information to decide whether to intervene or to allow him to fail
and learn from his mistakes.
Be careful not to take a problem out of a subordinate's hands and
make a decision when he merely wants to discuss it with you. Let him
take the wheel; do not be a back-seat driver i.e., do not make
decisions that your subordinate could otherwise make for himself.
"The best executive is one who has sense enough to pick good
people to do what he wants done, and self-restraint enough to
keep from meddling with them while they do it."
Continue to guide him by asking questions to clarify his objectives,
raise up all key-related facts, think of alternatives and
possibilities and finally consider consequences of actions.
cf. www.mindtools.com/pages/article/newTMM_60.htm (longer and