A key element to building a more solid delegation strategy is applying the SMARTER approach towards the above new process (Businessballs.com; Bizcouchinfo.com).
As you read through the acronym defined you will notice how each component of SMARTER plays a vital role in the empowerment to delegation continuum (Lornikova et al., 2013; Sohmen, 2013).
Using the SMARTER approach to assign the right person or team for high performance allows you to track and oversee the delegated work.
Remember, one key elements include trust in your employees – good communication – listening and hearing (Bell & Bodie, 2012; Lornikova et al., 2013; Sohmen, 2013; Urbancic, 2011).
Why (Slide 12)
This is why it is important to:
SHARE RESPONSIBILITIES – because the key to successful delegation is recognizing when to let go and stop attempting to do everything by yourself (Urbancic, 2011).
CONDUCT A SELF-EXAMINATION – because an honest self-examination is a precursor to delegation by allowing you to consider (Urbancic, 2011):
The vision for — and needs of — the organization.
The activity's immediate and long-term goals that included capabilities and developmental needs.
Self-confidence and trusting others to do a high-quality job.
Personal career goals.
Priorities for work-life balance.
Why (slide 13)
Why is it important to:
DEVELOP COMPETENCIES – Because delegating is more than shoving work on someone who possesses the skill set to fit the task. As stated above, delegating is an opportunity to cultivate members who are capable of taking on a bigger role while strengthen the team and reducing unexpected personnel turnover (Urbancic, 2011).
ESTABLISH PARAMETERS – Because initial parameters provide the means to prevent misunderstandings, deficient productivity, or delays in the timely completion of assignments (Urbancic, 2011).
The example is the funnel picture to the right. Developing competencies and establishing parameters allow the use of multiple funnels to share the volume of activities vice everything trying to pass through a single conduit (the leader who does not delegate) causing delays in productivity, confusion and less then timely task completion (Urbancic, 2011).
Why (slide 14)
Why is it important to:
EMPOWER SUBORDINATES – Because a leader should provide their subordinates authority to operationally pursue careers and make decisions as they see fit. Delegating the authority is no less important than assigning the responsibility for a task (Urbancic, 2011).
MAINTAIN COMMUNICATIONS – Because communication is essential for delegating and providing regular updates about progress, results, and deadlines as requirements change within the upper echelons pass through the leader to the delegatee (Urbancic, 2011).
EVALUATE SUBORDINATES – Because any significant assignment should culminate with a constructive evaluation of the subordinate's performance, either positive or negative, and avoid the tendency of viewing delegation...