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Using delegation as a development tool: methods and benefits

By Terry Foster (May 2004 Issue)
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There are a number of comments I frequently hear from overworked managers who have chosen not to delegate. They include: ‘I don’t have time to delegate’, ‘I don’t have anyone I can delegate to’ and ‘My guys are already too busy; it will just make their situation even worse’. In most cases, these managers understand how to delegate properly. They understand about setting measurable goals, about ensuring accountability as well as responsibility. They appreciate the importance of having frequent reviews and of taking account of the experience of the individual. Yet still they don’t delegate enough. Why is this the case?

I think most managers work from the assumption that delegation is just about getting more things done than you would otherwise be able to do. Indeed, the tools that are well established, such as setting SMART (Specific, Measurable, Achievable, Relevant and Time-based) objectives, and how to distinguish between the things you have to do and the things others can do for you, all reinforce the belief that delegation is primarily about the ‘task’. ...

 

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