We’ve developed a special Coaching ‘Track’ to help you learn how to delegate work to employees efficiently. We recommend you start with our 8-week program Goal Catcher, which will help you build your goal-setting skills, and then move on to the other programs in the track.
In this high impact eight week program Coach Marlee will help increase your comfort and confidence to scale your influence and leadership, navigate organizational politics and also help you develop a comfort greater compete and collaborate at the top of your industry or field.
Delegation in management is key, yet many leaders underutilize their teams and try to do everything themselves.
If you’ve ever found yourself wishing for more hours in a day to get your work done, you’re not alone. As managers move up in hierarchy and responsibility, their work becomes more complex and strategy-focused, leaving little time to focus on tasks that they used to handle.
Trying to fulfill the responsibilities of their former jobs in addition to leading people can cause managers to feel overworked, exhausted, and can even lead to full-fledged burnout.
This is where a great team and proactive delegation comes in. By assigning tasks to team members, you can free up hours and mental energy to prioritize the leadership work that you’re in your role to do.
While the benefits of delegation aren’t a secret, many managers are still hesitant to hand tasks off to their direct reports. Some managers simply feel they are the best person to do the assignment and have a hard time letting their old duties go.
However, most of the reasons why leaders don’t redistribute their workload boil down to fear, including:
While all of these fears are understandable, they shouldn’t hold you back from delegating work to employees. With proper training and leadership, the time you invest in showing your employees how to complete tasks should be worth it in the end when you’re able to get those duties off your plate entirely.
It may take a few mistakes and some additional feedback and direction, but have faith in your people to learn and do a job well done. Delegation isn’t a sign of weakness. Rather, once your employee is successful in doing that work, it’s a positive reflection of your skills as a manager. You’re able to train employees so they can learn and grow.
Delegation is more than just a stress-reducer for the manager—it provides leadership and career development for employees too.
By assigning tasks to team members, you can give your direct reports opportunities to learn and strengthen their skills in other areas. That better prepares them for a possible promotion or new role, not to mention a more fulfilling and challenging career.
Not only is delegation a great learning experience, it can also boost employee morale. Giving employees additional responsibilities and coaching them through them shows that you trust them and appreciate their work. When employees feel valued and invested in, their overall job performance increases because they’re happier in their positions and with their company.
While assigning tasks to your employees is a big part of delegation, your approach to delegating work to employees should take a bit more thought and preparation to be effective.
If you think you and your team would benefit if you reassigned more work, consider the following:
There is such a thing as too much delegation, and not all responsibilities can be handed over. As a leader, it is your responsibility to focus on the duties that your team can not or should not do. Providing performance feedback is one example—that’s something that should always be on the leader’s plate.
Take a look at your responsibilities and identify which ones require the least amount of specialized expertise or aren’t specifically managerial responsibilities and see if you can take a few of those off of your plate.
It’s important to be thoughtful about which employee you choose to delegate work to. Not all employees may have the time or capacity to take on additional responsibilities and could become overwhelmed if another task is assigned to them.
Additionally, consider who might be best suited for the work you’re trying to share, either because of past experience, strengths, or an expressed interest in learning more. If you’re still not sure who would be the best person for the assignment, it never hurts to ask your team directly to see if anybody jumps up to volunteer for this opportunity.
In order to effectively delegate, make sure your employee not only understands the new work that they’ve been asked to take on, but also how it supports the team or business goals.
When training your team member on the assignment, be sure to start with the “why.” Why is this work important? Why does it get done a certain way? Why are they the best person to do the job?
Providing that context helps your employee understand the scope of what they’re being asked. And, getting that buy-in at the start will encourage them to take the assignment seriously and set both you and your employee up for success.
Now that you’ve done the prep work to successfully delegate work to your employees, you’re bound to have this question: What process is used to assign work to subordinates?
There are four steps or phases involved with delegation. You might hear them referred to as a variety of different names, but the crux of the four phases is the same.
After you’ve found the team member to take on this project and explained the importance of the work, it’s time to show your employee how to actually do it.
Set up some time for you both one-on-one—in-person is best unless either of you work remotely, in which case, video calls are a good substitute. Go through the steps of completing the task and share with your employee how often the task needs to be done, whether it’s daily, monthly or quarterly.
Encourage the team member to ask candid questions and be sure to document any important information so they can easily refer back to it.
Once you’ve shown your employee how to complete the work, go through doing the task together at another time. You can even prompt your employee to tell you what the next step is as you go through the assignment.
While this might feel repetitive, it’s worth the time. You’ll be able to see how much your team member remembers from your previous demonstration and answer any questions that come up as they handle portions of the process themselves.
Now it’s time to put your employee in the driver’s seat. Let them go through the assignment while you watch, and encourage them to share their process out loud so you can observe how they understand the work.
You can also use this opportunity to correct any mistakes or continue answering questions. Depending on the difficulty of the task, your team member may want to repeat this step a few times before moving on to complete ownership of the work.
After you and your employee have gone through training and answered all questions, it’s time for the team member to take total responsibility for the work.
To have a successful handoff, confirm the employee has the resources needed to complete the task and that they feel comfortable taking full ownership for it.
Empower them to make decisions so they won’t feel the need to constantly check in for reassurance, and avoid the urge to hover or ask to see every step of their work. While asking questions is always a good thing, constant affirmations slow down the process and miss the point of true delegation.
Congrats! You’ve overcome the hardest part of delegation: assigning the task, providing adequate training, and officially handing it off to your team member.
However, this doesn’t mean you never have to look or think about this work again. Now that a member of your team owns this project or task, you still hold responsibility for their results as their manager.
Once you and your employee feel good about their ability to continue the work on their own, set up regular touchpoints to check in and see how they’re doing.
Ask if there’s any other training or development you can provide to help your team member feel more prepared while working on this assignment. You can also provide feedback—both positive and constructive—as the team member continues to do the work.
Regularly checking in will help your employee feel supported and carves out time for you both to touch base about the project and its progress.
Additionally, seize the opportunity to gather feedback on your own performance as a manager.
Delegation in management is no easy thing, so follow up with your team member to see how they felt the delegation process went. Ask if they felt fully prepared to take it on and if you set clear expectations for the work.
As you continue to assign new tasks to your team, use what you’ve learned from this experience to improve your management and delegation skills.
You’ve begun to take projects and tasks off of your plate, and now it’s time to focus more on your core responsibility: leading your direct reports. This doesn’t mean micromanaging every aspect of the work that your team is doing. In fact, micromanagement can have a huge negative impact on your team and it only adds more on your shoulders as a leader.
Take the opportunity to work on your management skills and develop more empathy, emotional intelligence, listening skills, and decision-making skills. Ask your employees what resources they need to be more successful in their roles, and see what you can do to secure those resources.
By focusing your attention more on leading your people instead of the “in the weeds” assignments that used to take up your time, your team will feel more supported.
If you’re still struggling to find work to delegate to your team or don’t feel comfortable assigning tasks to team members, ask yourself why. If it comes down to the need to feel in control, practice letting go and embracing the unknown. You can also consider discussing your situation with a trusted mentor to see what advice they have to work on releasing control.
However, if the reason you’re nervous to delegate work is because of the competence, or lack of competence, of your team, it may be time to evaluate your employees and have an honest discussion about performance. Delegation in management is key to great leadership, so it’s important to take the time and reflect on how you could become more comfortable delegating and take the necessary steps to get there.
If you’re overwhelmed with trying to lead a team and get all of your pending tasks done, delegation can be your key to a healthier work-life balance while simultaneously supporting your employees in their own career development.
Even if you start to delegate small tasks and work your way up to larger projects and assignments, it will begin to make a difference in your day-to-day workload.
As you continue to work on your delegation skills, be sure to incorporate asking for feedback into your delegation process so you can find ways to improve. Effective delegation takes practice, and the best leaders have worked on their delegation skills—and continue to do so.
Don’t let fear keep you from developing a more productive work environment for yourself and your team. Evaluate what is on your plate and see what you can hand off to your team today.
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Coach Marlee is the world’s first artificially intelligent coach! Marlee’s advanced coaching skills have been gained from over 20 years of evidence-based coaching skill development in cognitive behavioural coaching psychology, self-actualizing coaching psychology, positive coaching psychology, neuroscience and neuro-semantics.
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Marlee coaches people at work and in life around wellbeing, career, leadership, self-esteem and living their very best life. Marlee’s coachees describe Marlee as cheeky, fun, supportive and committed to their goals!
Coach Marlee got its name from indigenous Australian Aboriginal elders. Marlee means in the Aboriginal Biripi language ‘elder tree’, representing growth and transformation.
Coach Marlee is the world’s first AI performance coach. Marlee uses all of our knowledge to deliver personalised coaching and feedback to you.
Michelle Duval is a pioneer in new forms of learning, helping found the field of professional coaching and developing the world's first artificially intelligent personal coach.
Using our crazy accurate and world leading people analytics tools, over the past 20 years we have studied the ‘human skills’ of individuals, teams and the world’s top performers to consistently find attitude and motivation as the X factors for performance, fulfillment and wellbeing at work.
While Michelle was helping people and teams to achieve amazing things at work and life, she grew increasingly frustrated about the profound disparity in who can access this level of rich and personalized support.
People analytics and coaching has traditionally been a privilege of the few — typically elite athletes, CEOs and those who are famous.
Michelle and our team of scientists, engineers and coaches set out to create the world’s first science-powered professional and personal development platform that everyone can use to set goals and achieve amazing things at work and in life.
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