Magazine article Management Services

Tactics for Successful Delegation

Magazine article Management Services

Tactics for Successful Delegation

Article excerpt

It is essential to jointly develop one or more objectives with those subordinates most responsible for achieving the objectives. You should begin by identifying goals whose attainment is obviously vital for the well being of the organisation. Whilst you want the subordinates themselves to help select objectives and for there to be full and open discussion from the start, you must make it clear that the choice will only be from among those objectives YOU have identified as important. To `get away, with this you will need to have strong arguments to support your position, arguments which will be acceptable to your subordinates.

2 It is also most important that the objectives you identify are both achievable by the subordinates involved and believed by them to be within their grasp. It is also better at this stage to have a few, specific goals that are fully understood than a large number of vague goals. Given the resistance to demand setting from within yourself and from subordinates, you also need to set objectives that stand a good chance of producing an `initial success' on which you can then build.

3 Whilst there is a sharing of responsibilities with subordinates, once you have identified objectives you should make it clear that they must be attained; that you are not even considering the possibility of failure at this stage, that it will not be enough to have made an effort. Excuses must not normally be accepted. Whilst the exact steps for reaching the target need not be specified, you should require subordinates to inform you regularly what they have done and how they intend to proceed.

4 This tough minded approach to results needs to be coupled with a sympathetic and supportive way of dealing with subordinates, that shows you care about them without suggesting you will accept anything less than their best. …

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