Time Management - Marc Mancini

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6 How to Delegate Effectively “It’s not my job.” That’s a phrase fraught with implications. Whom do you imagine saying this—someone who will do nothing unless it’s spelled out in a contract? That’s one rather disheartening interpretation. But this phrase has a potential second meaning. There may be a lot of tasks you’re doing right now that are not your job, such as things you should delegate or things that should never have been delegated to you. Delegating isn’t limited only to executives, managers, and others with “power.” Even if you think you’re in no position to delegate, this chapter still has insights for you. To Whom Can You Delegate? The obvious answer is: to those you manage and/or supervise. This is delegating downward, when you have full authority over the person to whom you’re delegating. But keep this key con- Copyright © 2003 by the McGraw-Hill Companies, Inc. Click here for Terms of Use. 69
70 <strong>Time</strong> <strong>Management</strong> The Economics of Delegation A critical rule about delegation is this: whenever possible, delegate tasks to the person who is paid the least yet has the necessary skills and training to perform the task. Most often, when someone is paid to do a job that someone who earns less could do as well, money is wasted.The most economical— in every sense—use of an employee’s time is in performing tasks that are at the high end of his or her ability and training. This includes you. So when you fail to delegate a task others could do as efficiently, your own value to the company is diminished, as well as the value to the company of the person to whom you might have delegated it. cept in mind: it succeeds only if you assign responsibilities to the right person. For convenience or because of a lack of choice, we’re sometimes forced to delegate to someone inappropriate for the task. This may be the single greatest cause of failure. Inappropriate delegation can lead to unsatisfactory results or to employees who hide behind their job descriptions. Targeting the right person for the job should be your main priority. And if there’s no appropriate person, you may have to hire one. Delegation isn’t always downward. It can be sideways (lateral), too. That’s the situation when you and the person to whom you’re delegating are more or less equal in rank or level of authority. Here are two examples of delegating laterally: You write easily and well, but hate to talk on the phone. Meanwhile, a colleague hates writing but is a master of phone skills. Consider swapping responsibilities, if there’s enough flexibility in your organization to do so. You don’t want to avoid developing necessary skills, of course, but it doesn’t makes sense not to match tasks with aptitudes and interests if possible. You have a client who will be coming to town to discuss a
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iv Contents What Are You Procrastin
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viii Preface can reside in a cool,
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x Preface But be ready for moments
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xii Acknowledgments/About the Autho
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Other titles in the Briefcase Books
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2 Time Management Making It Up in V
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4 Time Management Something to Thin
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6 Time Management The Value of Time
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10 Time Management Taking Control M
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10 Power Tools for Time Management
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Index A ABC system, for prioritizin
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160 Index L Lakein, Alan, 30 Langol
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162 Index Time (Continued) analyzin
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Time Management - Marc Mancini

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