This essential 4-point guide is all you need to master the art of delegation

By Shannon Tellis

Still struggling to master the art of delegation? Follow these strategies to sharpen your skills.

Ever had those days where no matter how hard you try, you can’t get ahead of your to-do list? Do you feel like you’re constantly putting out fires like troubled Tesla CEO Elon Musk or postponing decisions you ought to be making? If yes, then billionaire entrepreneur Richard Branson has some important advice for Musk and you — learn to delegate.

An essential life skill, delegating not only gives you more time to focus on the projects that matter but it also empowers your team to develop new skills and perhaps teach you a new way of approaching a familiar problem. So why don’t more leaders or managers delegate?


Identify the need
Despite the obvious benefits, many entrepreneurs don’t know how to delegate effectively, or aren’t willing to delegate unless forced. They often carry the whole company on their back and get so used to putting out fires that they fail to notice when their energy is flagging or when critical projects start slipping. If, in the past, you’ve found yourself saying, “I get sucked into too many meetings” or “I don’t have time to train someone to take this on. It’s easier to do it myself” or “This project is too complex to delegate,” then you definitely need to delegate. A good rule of thumb is if something can be done 80 per cent as well by someone else, delegate.



Invest in people
The key to maximising your productivity and keeping yourself sane during heavy workloads is to know your team. Often, employers will assign tasks based on an employee’s availability, not their skill-set. This can lead to poor execution and unnecessary frustration. Remember, blind delegation is unproductive. If you don’t know what tasks need doing or what goals you’re chasing, odds are your team won’t either.

Start by paying attention to what tasks you’d like to move off your plate and what you need to do to make sure they’re successfully handed off to the right person. Ask your employees if they’re able to take on more work and in what areas do they think they would be most efficient. By matching the requirements of the project to each person’s ability, you’ll be sure that the person you delegate the task to is capable of doing the job.

Clarity is key
Depending on the maturity of your team and how long they’ve been with the organisation, make sure you spell out clearly the objectives of the task and the necessary deadlines. Ask the person you’ve assigned the task to about any concerns they may have or any suggestions that they would like to add. Establish clearly the dos and don’ts and once the task has been delegated, trust them to handle it their way. You can specify the goals, the budget and the timeline but let the person you’re delegating to achieve it in the best way they see fit.

Schedule check-ins
Every now and then, don’t be afraid to touch base with your team to ensure tasks are running smoothly. If you find a mistake has been made, resist the urge to do it yourself and try to counsel them. This is a great way to not only inspire confidence but to also get their feedback on the delegation process. Did you give them enough information at the start? Do their skills match the task assigned or do they need mentoring, more resources? By debriefing your team at routine intervals, you will not only empower them, but it will also give you the chance to see if they can handle more responsibilities at a later date.