Passing on jobs to your colleagues ought to be a well-thought out process that looks at the impact of delegation to the individuals and the team in general.

When projects get to the point where they require more input than you can manage, you are likely to find that you need to give more tasks to other workers. At times, additional assignments or jobs that you were originally meant to complete are hurriedly given to your fellow employees so you are free to take on more weighty duties that befit your role. Rather than quickly deciding who is given new responsibilities, it is advised that team leaders take some time to match these undertakings with individuals.

Before this stage, it is a good idea to compile a list of tasks that you wish to pass to colleagues. It is essential that the duties are not too complex for those concerned, while on the other hand they ought not to be too simple or boring for the people chosen to tackle them. Experts suggest that assignments should complement the skills of the worker, but also give them a chance to shine in your organisation and boost their CVs.

Putting a moderately challenging role with a colleague who can embrace it is more likely to raise your confidence in their motivation to complete it on time and to the best of their abilities. It is essential to be very clear regarding the needs of the project delegated to employees. This will assist them in working as independently as possible. If you are giving them responsibilities that you have carried for some time, you may find it difficult to let them get on with the task at hand without constantly supervising their progress.

The main point to delegating is that your day has more free minutes and hours to get other important projects completed. Leaving workers to work their own way through their new tasks increases their autonomy and allows you to take advantage of the time generated. However, monitoring is an essential aspect of successful delegation and helps to ensure campaigns are kept on track.

As you provide your fellow workers with these opportunities, you can prepare them for regular feedback sessions by informing them when they are likely to occur. For example, some managers are happy with daily verbal reports and a weekly file featuring a round-up of information. This allows you to maintain some control and influence over the project at arm's length. In addition, keeping some distance from the task means that colleagues do not become dependent on your input in order to move it forward.

As a consequence, their problem-solving skills are free to flourish and they may generate creative ways of resolving disputes that you are able to utilise in other departments. Once tasks have been completed, the majority of team leaders like to gather their colleagues and review how they coped with the delegated work. These can take the form of individual appraisals or group meetings where you get a chance to pass on your thoughts concerning the process and colleagues are able to voice their opinions on the matter.

Even though you have delegated responsibilities to specific individuals whose abilities match the requirements of the duties, you are still likely to be accountable for the success or failure of the jobs given to your team. Your accountability is another important factor showing that delegation ought to be a carefully considered process that gives you and your staff the best possible task outcomes.