When managers delegate the work they would usually do themselves, it is a calculated risk. The people they choose to develop in this way, are moving forward with their skills and experience and becoming far more valuable in the workplace – as well as themselves getting much more from their work.

Yet there is nothing an individual loves more than praise and ‘thank you’ for a job well done. It gives them a warm feeling of success and recognition and they are then ready for more!

Finally, wi

Yet, a manager has the accountability to deliver – in fact that’s what they get paid for, so ultimately, they must be the one who puts in the most effort to make their workplace deliver, or else.

When a manager tries to delegate, their people don’t always do as they wish for and sometimes that can lead to even more work. So often, managers fall back on that tried and trusted worker who they know will do it just right, at least in their eyes, because that trusted worker is themselves. And that’s hard.

So, to make sure that the work they pass down to their people is delivered, there are some ways to make it happen:-

1. Agree Standards

   Standards of output and performance are vital in any organisation, business or team, yet these need to be communicated very openly to all of the people with whom managers work.

   Yet a step beyond it being a communication exercise is to have their people involved in deciding what standards operate in their team.

2. Have Clear Expectations

   When passing work on, managers need to be clear in how they express and will measure the final result. Without this, those delegated to will not have a clear measure to work towards. These expectations need to be clear on both sides and this checked closely.

3. Test Understanding

   Sometimes though, what seems to be clear is only clear on one side, that of the person passing on the job in hand. So it is very important that what they understand to be expected is also what the job ‘doer’ understands as well.

   Sometimes, just simply, and in a friendly way, asking for the recipient to repeat back what the expected out come measures will be is enough.

4. Show the Way

   When managers manage, except in the minority of cases, they intimidate their people. It may be they are great managers, but the role is the bit that intimidates, so their people may be reluctant to ask for help in a task they are given.

   Managers need to be aware of this and ensure that they help their people succeed by showing them the way. It may be literally showing how a taks needs to be done and the expected outcome. It may be sharing some tactics or skills.

   Not only is this likely to result in success, but it develops the culture of the team in such a way that sharing and supporting become the way things are done.

5. Seek Feedback

   When individuals take on new and often challenging tasks, they need some nurturing. By building in regular progress meetings, especially at the start of a project or delegated task, the feeling of exposure can be lessened.

   Sure people need their hands held a little, but this is not forever. As they succeed more they will learn that they ‘can’ and this will become less of a requirement.

6. Measure Progress

   When new tasks are taken on, it is important for a manager to show that real and vital progress is being achieved, however small or slow this is. The achievement, step-by-step is energising and those developing new skills and expertise will benefit hugely from the recognition that they are getting somewhere, wherever it is!

7. Be Available

   Getting together with your people when they are in a learning phase is important formally, yet there is also a real benefit in a manager’s easy access in an ad hoc way as well.

   In fact the cultural value in their recognising when someone in the team, whilst in the learning phase especially, needs urgent support is very valuable. Clearly this needs some control, but, especially when in the early stages, it will be worth the effort.

8. Accept Failures (and Learn!)

   Sometimes things go wrong. Mistakes happen. A manager who is prepared to appreciate this is likely to get the best support from their people. Especially when asking them to take some of the load on for delivery of the high standards they expect.

   Be generous when people make mistakes in their learning and enable them to appreciate it as just that – part of the learning experience – and gain additional value from it.

9. Praise a Job Well Done

   When managers delegate the work they would usually do themselves, it is a calculated risk. The people they choose to develop in this way, are moving forward with their skills and experience and becoming far more valuable in the workplace – as well as themselves getting much more from their work.

   Yet there is nothing an individual loves more than praise and ‘thank you’ for a job well done. It gives them a warm feeling of success and recognition and they are then ready for more!

10. Encourage Onward Delegation

    Finally, wit

    Success Comes From the Inside Out, Not From the Outside In
    Whether you have been running a home based business for 5 years, for 3 weeks, or if you are still searching for the right fit, you will succeed exactly in proportion to the degree of self-esteem & self-confidence you hold, and to your willingness to play nice with others.As those of us with experience well know, there is a vast difference between working in an office environment with lots of other people around to offer stimulation and motivation, and working from home. The home environment offers many amenities - some would say too many – from the refrigerator, to the TV and stereo, to playing on the Internet, to going out the door for a walk break or to pick a few weeds in the g
    or team, yet these need to be communicated very openly to all of the people with whom managers work.

    Yet a step beyond it being a communication exercise is to have their people involved in deciding what standards operate in their team.

11. Have Clear Expectations

    When passing work on, managers need to be clear in how they express and will measure the final result. Without this, those delegated to will not have a clear measure to work towards. These expectations need to be clear on both sides and this checked closely.

12. Test Understanding

    Sometimes though, what seems to be clear is only clear on one side, that of the person passing on the job in hand. So it is very important that what they understand to be expected is also what the job ‘doer’ understands as well.

    Sometimes, just simply, and in a friendly way, asking for the recipient to repeat back what the expected out come measures will be is enough.

13. Show the Way

    When managers manage, except in the minority of cases, they intimidate their people. It may be they are great managers, but the role is the bit that intimidates, so their people may be reluctant to ask for help in a task they are given.

    Managers need to be aware of this and ensure that they help their people succeed by showing them the way. It may be literally showing how a taks needs to be done and the expected outcome. It may be sharing some tactics or skills.

    Not only is this likely to result in success, but it develops the culture of the team in such a way that sharing and supporting become the way things are done.

14. Seek Feedback

    When individuals take on new and often challenging tasks, they need some nurturing. By building in regular progress meetings, especially at the start of a project or delegated task, the feeling of exposure can be lessened.

    Sure people need their hands held a little, but this is not forever. As they succeed more they will learn that they ‘can’ and this will become less of a requirement.

15. Measure Progress

    When new tasks are taken on, it is important for a manager to show that real and vital progress is being achieved, however small or slow this is. The achievement, step-by-step is energising and those developing new skills and expertise will benefit hugely from the recognition that they are getting somewhere, wherever it is!

16. Be Available

    Getting together with your people when they are in a learning phase is important formally, yet there is also a real benefit in a manager’s easy access in an ad hoc way as well.

    In fact the cultural value in their recognising when someone in the team, whilst in the learning phase especially, needs urgent support is very valuable. Clearly this needs some control, but, especially when in the early stages, it will be worth the effort.

17. Accept Failures (and Learn!)

    Sometimes things go wrong. Mistakes happen. A manager who is prepared to appreciate this is likely to get the best support from their people. Especially when asking them to take some of the load on for delivery of the high standards they expect.

    Be generous when people make mistakes in their learning and enable them to appreciate it as just that – part of the learning experience – and gain additional value from it.

18. Praise a Job Well Done

    When managers delegate the work they would usually do themselves, it is a calculated risk. The people they choose to develop in this way, are moving forward with their skills and experience and becoming far more valuable in the workplace – as well as themselves getting much more from their work.

    Yet there is nothing an individual loves more than praise and ‘thank you’ for a job well done. It gives them a warm feeling of success and recognition and they are then ready for more!

19. Encourage Onward Delegation

    Finally, wi

    Best Small Business Idea - Overwhelm - Get It Out of Your Head
    If you are like most businesses owners, you’ve experienced overwhelm in your business at one time or another. Maybe you experience it regularly and for good reason. Hundreds of things are pulling at you at one time. You’ve got marketing going, production to oversee, calls to return, employees that need your advice. It’s never ending right? How do you possibly handle it all?Most of the small business owners that I talk to keep almost all of these things in their head. I ask them where their business plan is. It’s in their head. I ask where their employee training manual is. It’s in their head. About the only thing that’s written down is their calendar of appointments. Eve
    p>

    When managers manage, except in the minority of cases, they intimidate their people. It may be they are great managers, but the role is the bit that intimidates, so their people may be reluctant to ask for help in a task they are given.

    Managers need to be aware of this and ensure that they help their people succeed by showing them the way. It may be literally showing how a taks needs to be done and the expected outcome. It may be sharing some tactics or skills.

    Not only is this likely to result in success, but it develops the culture of the team in such a way that sharing and supporting become the way things are done.

20. Seek Feedback

    When individuals take on new and often challenging tasks, they need some nurturing. By building in regular progress meetings, especially at the start of a project or delegated task, the feeling of exposure can be lessened.

    Sure people need their hands held a little, but this is not forever. As they succeed more they will learn that they ‘can’ and this will become less of a requirement.

21. Measure Progress

    When new tasks are taken on, it is important for a manager to show that real and vital progress is being achieved, however small or slow this is. The achievement, step-by-step is energising and those developing new skills and expertise will benefit hugely from the recognition that they are getting somewhere, wherever it is!

22. Be Available

    Getting together with your people when they are in a learning phase is important formally, yet there is also a real benefit in a manager’s easy access in an ad hoc way as well.

    In fact the cultural value in their recognising when someone in the team, whilst in the learning phase especially, needs urgent support is very valuable. Clearly this needs some control, but, especially when in the early stages, it will be worth the effort.

23. Accept Failures (and Learn!)

    Sometimes things go wrong. Mistakes happen. A manager who is prepared to appreciate this is likely to get the best support from their people. Especially when asking them to take some of the load on for delivery of the high standards they expect.

    Be generous when people make mistakes in their learning and enable them to appreciate it as just that – part of the learning experience – and gain additional value from it.

24. Praise a Job Well Done

    When managers delegate the work they would usually do themselves, it is a calculated risk. The people they choose to develop in this way, are moving forward with their skills and experience and becoming far more valuable in the workplace – as well as themselves getting much more from their work.

    Yet there is nothing an individual loves more than praise and ‘thank you’ for a job well done. It gives them a warm feeling of success and recognition and they are then ready for more!

25. Encourage Onward Delegation

    Finally, wi

    Delivering Great Customer Service - 10 Tips
    It almost goes without saying that good customer service is essential to sustaining any business. No matter how wonderful a job you do of attracting new customers, you won’t be profitable for long unless you have a solid customer retention strategy in place – and in action. It’s the actions that count – not what you say you’ll do, or what the policy says. People will remember what you or your employees have done – or not done.One of the key components of an effective retention strategy is exceptional customer service. Not just good service, but memorable service. Today, consumers’ expectations are higher than ever and companies that fail to deliver, risk losing market share.re they will learn that they ‘can’ and this will become less of a requirement.

26. Measure Progress

    When new tasks are taken on, it is important for a manager to show that real and vital progress is being achieved, however small or slow this is. The achievement, step-by-step is energising and those developing new skills and expertise will benefit hugely from the recognition that they are getting somewhere, wherever it is!

27. Be Available

    Getting together with your people when they are in a learning phase is important formally, yet there is also a real benefit in a manager’s easy access in an ad hoc way as well.

    In fact the cultural value in their recognising when someone in the team, whilst in the learning phase especially, needs urgent support is very valuable. Clearly this needs some control, but, especially when in the early stages, it will be worth the effort.

28. Accept Failures (and Learn!)

    Sometimes things go wrong. Mistakes happen. A manager who is prepared to appreciate this is likely to get the best support from their people. Especially when asking them to take some of the load on for delivery of the high standards they expect.

    Be generous when people make mistakes in their learning and enable them to appreciate it as just that – part of the learning experience – and gain additional value from it.

29. Praise a Job Well Done

    When managers delegate the work they would usually do themselves, it is a calculated risk. The people they choose to develop in this way, are moving forward with their skills and experience and becoming far more valuable in the workplace – as well as themselves getting much more from their work.

    Yet there is nothing an individual loves more than praise and ‘thank you’ for a job well done. It gives them a warm feeling of success and recognition and they are then ready for more!

30. Encourage Onward Delegation

    Finally, wi

    Why Outsource? How Does Outsourcing Help Companies in Rationalizing Their Costs?
    Outsourcing has been the cause of much debate in recent times. There have been arguments for and against outsourcing. The supporters of outsourcing are primarily those motivated by the desire to cut costs and streamline their business processes while those against outsourcing are those primarily affected by their jobs being given to others. Whatever may be said about the topic, the fact remains that in these days of heavy competition, it’s become a necessity to outsource certain components of a business in order to remain competitive.For all those against outsourcing, they should realize that if their company supports them and doesn’t outsource, their company will be the first one
    akes happen. A manager who is prepared to appreciate this is likely to get the best support from their people. Especially when asking them to take some of the load on for delivery of the high standards they expect.

    Be generous when people make mistakes in their learning and enable them to appreciate it as just that – part of the learning experience – and gain additional value from it.

31. Praise a Job Well Done

    When managers delegate the work they would usually do themselves, it is a calculated risk. The people they choose to develop in this way, are moving forward with their skills and experience and becoming far more valuable in the workplace – as well as themselves getting much more from their work.

    Yet there is nothing an individual loves more than praise and ‘thank you’ for a job well done. It gives them a warm feeling of success and recognition and they are then ready for more!

32. Encourage Onward Delegation

    Finally, with the experience that they have been able to successfully take on a bigger role in the task they have delivered well, they can pass on this skill of being 'upgraded' to others they work with - so not only does the boss get a life, then their people start to as well.

This is not just about delegation. It is about developing a capable bunch of people who are enhancing their skills and releasing their own potential. It works in many ways, so that everyone, as well as the boss, is a winner.