5 levels of delegation techniques to be an effective leader

5 levels of delegation
  1. Lead yourself: The foundation of a lot of it is to lead yourself. It comes down to simple things — like completing the tasks assigned to you on time and with diligence, demonstrating emotional intelligence in conversations, knowing your stuff, your colleagues trusting your work and liking to work with you.
  2. Delegating tasks: This is typically the next level. When you first get your team of say 4 people. Are you able to take your project/work and break it down into parts, setup the right tools/templates, ask everyone to complete their portion and you can put it together. It is almost like putting together a puzzle. Things you need to be good at — project management. As you do this keep people motivated, respect them, and work with them to get it done.
  3. Delegating outcomes: This is typically the next level. As you have say a team of 8 with two managers, you cannot help with managing the tasks of all the people. This is what is called Micro-management. You need to learn to clearly define the outcomes like “Achieve $500K in savings in the upcoming 5 contract negotiations”. The manager then takes it and makes the puzzle pieces with his/her team. You need to then coach them on best ways to get to the outcome. The tasks are left to the team but you need to be able to define the signals that tell you when something is off track.
  4. Delegating strategy: Think about this phase as a puzzle of outcomes your team puts together for you. This is when you are leading a department with multiple facets. For example, if you need to achieve $1MM in savings in procurement, your departments need to be able to define how to get there! If you are telling them then either you are micro-managing, or not giving your teams the ability to learn and grow, or there is a genuine problem all of which are not going to let you get to the desired end-state. People start calling the leaders who are at this phase without realizing what it takes to course-correct a “train-wreck”.
  5. Delegating org: Think about this phase as a giant puzzle of strategic outcomes. This is when you are leading a org with with multiple departments. You need to be able to define the higher purpose and metrics and then request every leader to pull together the strategic outcomes. We will achieve a growth rate of 5% with a 20% margin. All the teams then need to pull their portions of the strategic to get to the desired org outcome.

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