{"id":22415,"date":"2024-11-27T20:30:52","date_gmt":"2024-11-28T01:30:52","guid":{"rendered":"https:\/\/uniquecoaching.ca\/how-to-delegate-successfully\/"},"modified":"2025-01-03T06:58:04","modified_gmt":"2025-01-03T11:58:04","slug":"how-to-delegate-successfully","status":"publish","type":"post","link":"https:\/\/uniquecoaching.ca\/en\/how-to-delegate-successfully\/","title":{"rendered":"How to delegate successfully?"},"content":{"rendered":"

[et_pb_section fb_built=”1″ custom_padding_last_edited=”on|desktop” admin_label=”section” _builder_version=”3.22″ custom_padding_tablet=”50px|0|50px|0″ custom_padding_phone=”” transparent_background=”off” padding_mobile=”off” make_fullwidth=”off” use_custom_width=”off” width_unit=”off” custom_width_px=”1080px” custom_width_percent=”80%”][et_pb_row padding_mobile=”off” column_padding_mobile=”on” admin_label=”row” _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” make_fullwidth=”off” use_custom_width=”off” width_unit=”off” custom_width_px=”1080px” custom_width_percent=”80%”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.9.1″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” hover_enabled=”0″ use_border_color=”off” sticky_enabled=”0″]<\/p>\n

I learned to delegate because I grew tired of long hours, stress, and negative impacts on my team. Exactly. Themoment I realized<\/span> the impacts on myself, and the impacts on others, I started to transform my behaviors to have more fun, results and time! <\/p>\n

It’s been quite a journey. Do you know how to transform your behaviour? Through practice and by sharing our learnings with others. Then, inevitably, mistakes occur and a certain humility is created. <\/p>\n

And you know what? Despite a few mistakes, I’m still alive (sarcasm), I’ve achieved ambitious business goals in my professional career as a leader, and even… I’m in my 4th year in business! <\/p>\n

\n

Mistakes, because they generate learning, are the fastest path to success.<\/strong><\/p>\n<\/blockquote>\n

Beyond the risks, it’s always good to remember the benefits<\/strong> of delegating:<\/h4>\n
    \n
  1. To be able to carry out a task that makes the most of our deep contribution;<\/li>\n
  2. Reduce your stress;<\/li>\n
  3. Work less;<\/li>\n
  4. Increase your energy;<\/li>\n
  5. Advancing Your Career \/ Getting a Promotion (with more time… you will be able to develop your leadership, political acumen and strategic skills!)<\/li>\n<\/ol>\n

    I like simple and pragmatic methods, which is why I offer you two keys to delegating well: clarity and trust.<\/strong><\/p>\n

    1- A relationship of trust to delegate<\/h3>\n
    \n

    It will be better\/faster\/more efficient\/etc. if I’m the one who does it! <\/strong><\/p>\n<\/blockquote>\n

    Currently, who would you trust to delegate? If your answer is: few or no collaborators, then hurry up and read on! <\/p>\n

    Food for thought if you have little or no confidence in the abilities of your employees and colleagues:<\/h4>\n
      \n
    • What do you need to trust your employees?<\/li>\n
    • What skills are you looking for in your employees and colleagues?<\/li>\n
    • What skills would they benefit from developing? How can they acquire them? <\/li>\n
    • What are your employees and colleagues doing well?<\/li>\n<\/ul>\n
      \n

      If you had confidence in the abilities of the people around you, how would that change your perspective on delegation?<\/p>\n<\/blockquote>\n

       <\/p>\n

      \"\"<\/p>\n

      <\/h4>\n

      An exercise:<\/h4>\n

      Answer the following questions.<\/p>\n

        \n
      • What are you depriving yourself of by not delegating?<\/li>\n
      • What are the advantages for you of delegating?<\/li>\n
      • What do you have to lose by delegating?<\/li>\n
      • Where is your contribution most useful?<\/li>\n
      • Name two qualities\/strengths for each of the people around you and indicate how these people can help you.<\/li>\n<\/ul>\n

        <\/h3>\n

        2- Clarity to delegate<\/h3>\n

        Here’s a bit of a “how”: define the deliverables, tasks, modalities and everything else your collaborator or colleague needs (nuance with what you think<\/em> he or she needs!).<\/p>\n

        A- Define the what (tasks, projects, etc.)<\/h4>\n

        You have just thought about your value, the greatest contribution of your talents in the organization. List your activities and now decide: what tasks will you delegate? <\/p>\n

        \n

        Define the “what” by prioritizing the value of your contribution.<\/p>\n<\/blockquote>\n

        Common Mistake:<\/strong> Delegate the least inspiring tasks… Find the right balance between pleasant and interesting tasks and those that are not, because an employee performs better when they are happy and motivated!<\/p>\n

        Another common mistake:<\/strong> Delegating an entire project without any real support planned with the person. Yes, mistakes allow you to learn, and stay logical! <\/p>\n

        Key to success:<\/strong> Start by delegating small tasks and offering support.<\/p>\n

        \"\"<\/p>\n

        B- Define the deliverables:<\/h4>\n
          \n
        • What level of detail do you expect? Can you provide an example? <\/li>\n
        • Communicate important dates: milestones, different delivery dates, the date you will present everything to management, the final date, etc. ALL the important dates, as you go. <\/li>\n<\/ul>\n

          Ask the person what they have understood.<\/strong><\/p>\n

          \n

          The nuance between the following two questions is not trivial: Did you understand? or What<\/strong> did you understand? <\/p>\n<\/blockquote>\n

          I invite you to make intermediate validations. Don’t wait for important milestones, don’t leave your employees without support. Especially for the first few times you delegate to a particular person. This will allow you to track the progress of the task and have a rough outline of the results. <\/p>\n

          C- Define the follow-up:<\/h4>\n

          Find the right balance between control and autonomy. You don’t want to become a micro manager. At the same time, acting too detached will not make you feel more confident. <\/p>\n

          \n

          What structure can you put in place to be confident and demonstrate your confidence?<\/p>\n<\/blockquote>\n

          Some inspirations for your follow-up:<\/h5>\n
            \n
          • Defining everything together<\/em>\n
              \n
            • Think about your ideal type of follow-up and frequency.<\/li>\n
            • Ask the employee(s) and\/or colleague(s) what would be appropriate in terms of frequency and type of follow-up.<\/li>\n
            • To reach a common understanding.<\/li>\n<\/ul>\n<\/li>\n
            • Establish an effective structure\n
                \n
              • Create iterations:\n
                  \n
                • an iteration has one or more deliverables;<\/li>\n
                • An iteration is short (1 to 4 weeks depending on the duration of the project).<\/li>\n<\/ul>\n<\/li>\n
                • Validate\n
                    \n
                  • With each iteration, ask yourself what went well, what didn’t go well, and what you need to be better next time!<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n
                    \n

                    Following up on concrete deliverables helps manage risk! See the result and adjust. <\/p>\n<\/blockquote>\n

                    \"\"<\/p>\n

                    <\/h3>\n

                    In conclusion<\/h3>\n

                    Successfully delegating requires a relationship of trust and clear expectations. I hope you are inspired and in action on this topic, which we will talk about soon! <\/p>\n

                    Practice delegating! Don’t wait for a crisis to occur… You will be all the more zen in important moments. <\/p>\n

                    Start delegating tasks that you understand well and for which you can clearly express your expectations.<\/p>\n

                    What are your biggest challenges when it comes to the
                    delegation?<\/h3>\n

                     <\/p>\n

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                    I learned to delegate because I grew tired of long hours, stress, and negative impacts on my team. Exactly. Themoment I realized the impacts on myself, and the impacts on others, I started to transform my behaviors to have more fun, results and time! It’s been quite a journey. Do you know how to transform […]<\/p>\n","protected":false},"author":1,"featured_media":22420,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","mc4wp_mailchimp_campaign":[],"footnotes":""},"categories":[269,270],"tags":[264,268,272,278],"class_list":["post-22415","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-interpersonal-skills","category-know-how-en","tag-cheer-up","tag-leadership-en","tag-management-role","tag-to-delegate"],"yoast_head":"\nHow to delegate successfully? - Unique coaching<\/title>\n<meta name=\"description\" content=\"I learned to delegate successfully because I was tired of the long hours, stress, and impacts. 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