Delegation amounts to a lot more than just passing work off onto subordinates, and when handled correctly, it gives managers a chance to lead more effectively. Authors Richard A. Luecke and Perry Mcintosh present leaders with a straightforward, five-step process for mastering delegation--and increasing their output. The Busy Manager’s Guide to Delegation teaches you to set the stage for excellent results, what to do if things go wrong, and ways to ensure that all their people benefit from the experience. In this book, you’ll discover: which tasks to delegate; how to identify the right people for the jobs; how to assign tasks; how to monitor progress and provide feedback; and how to evaluate performance. Filled with quick tips, exercises, self-assessments, and practical worksheets, The Busy Manager’s Guide to Delegation offers busy managers a way to strengthen their departments by focusing their newfound time and energy on developing the skills of their people.

A book for people who would like to manage themselves, their time, and their business better, but are too busy to begin. This guide to Delegating shows what you need to do to delegate and how to get the best results from doing so. When you have read this book: you will understand which tasks you can delegate; will know how to match tasks to people; will have the confidence to hand over some of your authority and control to someone else.

Many managers, perhaps yourself included, think that if they want a job done right, they'd better do it themselves. Maybe you've had a negative experience delegating in the past and were disappointed with the results. Or perhaps you have perfectionist tendencies, and believe you can do the job better than anyone else.Possibly you don't delegate often because you simply don't know where to begin or how to do it effectively. Regardless of your own experience with delegating, chances are if you don't delegate, you have way too much on your plate.When you insist on doing everything yourself, as many managers tend to do, you're not devoting your full attention to your true responsibilities as a manager - coaching, motivating, planning, and monitoring.This course will provide you with the information and tools you need to begin delegating effectively. In it, you'll learn several key aspects of delegating:¥ exactly what delegation involves and how it can benefit you, your employees, and ¥ the organization the qualities that all good delegators have in common, and¥ the four different delegation styles.Whether you've never delegated before or are a seasoned delegator, this course will show you how to use delegation to empower your employees to take responsibility for tasks. Instead of worrying that the job won't be done right, you'll be confident that your employees know just what to do. And even more importantly, you'll no longer waste time doing tasks that could be better done by someone else. You'll be able to get back to doing your real job - managing.Do you remember when you first started working in business? You probably got that job because you had special abilities or skills your employer found valuable. Now think about your first good performance review or promotion. It's likely you were praised or rewarded because you were detail-oriented, took responsibility for completing tasks yourself, and didn't try to pass your work on to other people. Well, now you're a manager and it's time to let go of all that.It's often a little shocking for people to realize that the very qualities that made them good employees may hold them back as managers. After all, it was those traits that allowed them to become managers in the first place. But management involves a special skill - delegation. Delegating involves letting go of doing everything yourself, and learning to get things done through other people.There are four steps in the task delegation process. First, choose which task to delegate. Then select the person to perform the task. Next, assign the task to the person. And finally, monitor the person's performance and give feedback.In this course, you'll learn how to implement the four steps of task delegation to delegate work effectively. You'll discover how to determine which tasks should or shouldn't be delegated, and how to choose the right people for those tasks. You'll discover the best way to assign tasks so your employees understand and accept their new responsibilities. You'll also learn how to monitor your employees, and give feedback that will help them be successful at their delegated tasks.It seems like delegating work should be simple - just ask someone to do it, and that's one less thing for you to worry about. But even when you've done your best to match the right task with the right person, problems can arise. Delegation is a learning process - for you and for your team.

Do you feel stressed and overwhelmed with tasks that you can't keep up with? Are you struggling with the delegation of work to your employees? Effective Delegation of Authority is a brief guide for new managers that will help you improve your delegation skills in simple steps. If you're a manager or entrepreneur who leads three or more employees, then this book is for you. It's a super-short book that'll help you avoid the common mistakes that new managers make when delegating tasks. It includes a comprehensive step-by-step process that tells you exactly what to do before delegation, during delegation, and after delegation. You'll also get immediately applicable tactics that you can implement straightway with your subordinates. Here's a partial list of what's covered: How to determine what to delegate to your employees before starting the delegation process The method you should follow to decide who to delegate work to on your team The five traits that every task should have before you delegate it. How to describe authority levels the right way before you delegate work How to avoid micromanaging your employees How to check in with your subordinates and give them meaningful feedback. How to avoid being too prescriptive, while still giving your employees a good description of what they need to accomplish The most important thing you should do after you delegate a task to verify understanding Some examples of delegation to help you understand the concepts better A downloadable sample delegation template and one-page cheat sheet that you can use as quick reference guides The book is divided into three sections that will serve as your new manager checklist: Section I: Before Delegation Step One: Determine What to Delegate Step Two: Determine Who to Delegate to Section II: During Delegation Step One: Explain the Task Clearly Step Two: Describe Goals, Not Actions Step Three: Give Clear Timelines Step Four: Describe Authority Levels Step Five: Put it in Writing Section III: After Delegation Step One: Check In Step Two: Give Meaningful Feedback Free Bonus As a free bonus for purchasing this book, you'll get a one-page cheat sheet (a PDF file) that summarizes all the tips in the book on one single page. You'll also get a sample delegation template (MS Word format) that you can copy and paste and modify for your own team. Would you like to learn more? Download Effective Delegation of Authority now to get started. Scroll to the top and click on the "buy button."

Failure to delegate or failure to delegate effectively is costly - to you, your colleagues and, ultimately, your employer. There are both morale and productivity issues. It's enough to make you cry unless, that is, you adopt the 'onion' approach which lies at the heart of the delegation process as described by Jon Warner in The Delegation Pocketbook. Think of your workload in layers, like those of an onion: tasks at the core need to be retained and more personal control exercised; those in the outer layers can be delegated, the more so the further from the core. To delegate effectively you need to understand your own attitude to delegation (a questionnaire in the pocketbook will help you here), what you can delegate and why you should do so (beware the wrong reasons!), who to delegate to, how to prepare properly and what briefing style to adopt - controlling, tentative, participative or collaborative. Warner recommends aiming for the latter style, collaborative, which is achievable using the principles outlined in his book. There is advice too on setting goals/milestones, using controls to minimise risk, how to monitor the process, warning signs to look out for and how to react, and maintaining responsibility and accountability. Recognising the contribution made by others and learning from the experience are also covered. How well do you delegate and what style do you adopt: controlling, tentative, participative or collaborative? This pocketbook looks at the what, when and how of delegation - an insightful and practical overview.

Ready to take your career to the next level? Find out everything you need to know about effective delegation with this practical guide. Busy managers often find themselves pressed for time as they take on a wide range of tasks at work. In spite of this, many remain reluctant to delegate as they worry that this may result in lower-quality work or delays in getting things done. Fortunately, with careful consideration and thoughtful planning, delegation can save you time and maximise the skills of your team to produce better results. In 50 minutes you will be able to: • Understand the advantages of delegating some of your work to capable and experienced colleagues • Identify the tasks to delegate and the people to delegate them to based on the skills and experience required • Effectively manage the person you have delegated to by supervising them and giving them constructive feedback ABOUT 50MINUTES.COM | COACHING The Coaching series from the 50Minutes collection is aimed at all those who, at any stage in their careers, are looking to acquire personal or professional skills, adapt to new situations or simply re-evaluate their work-life balance. The concise and effective style of our guides enables you to gain an in-depth understanding of a broad range of concepts, combining theory, constructive examples and practical exercises to enhance your learning.

Introduces a realistic approach to leading, managing, and growing your Agile team or organization. Written for current managers and developers moving into management, Appelo shares insights that are grounded in modern complex systems theory, reflecting the intense complexity of modern software development. Recognizes that today's organizations are living, networked systems; that you can't simply let them run themselves; and that management is primarily about people and relationships. Deepens your understanding of how organizations and Agile teams work, and gives you tools to solve your own problems. Identifies the most valuable elements of Agile management, and helps you improve each of them.