Hundred Tips for a Better Management (Aga Khan Foundation, 1993, 70 p.) Decision-making II (introduction...) 41. Delegate what someone else can do better37 42. As a manager, the important thing is not what happens when you are there, but what happens when you are not there 43. Delegate for innovation

Hundred Tips for a Better Management (Aga Khan Foundation, 1993, 70 p.)

Decision-making II

The best executive is the one who has sense enough to pick good men to do what he wants done, and self restraint enough to keep from meddling with them while they do it. (Theodore Roosevelt, US President)

41. Delegate what someone else can do better37

As a manager you can't accomplish everything by yourself.

You need your staff to get things done. Delegating tasks to other people improves your own efficiency, allowing you time to concentrate on single or more pressing tasks that you can do well instead of overburdening yourself by doing a great many things inadequately. At the same time, delegating allows for the best use of people and resources in the organisation. By assigning the right tasks to the right staff, you are effectively giving them opportunities to show off their skill, develop initiative and handle responsibility.

Some key points to consider when you delegate tasks:

• Select the right person for the job and then allow that person enough room to do it.

• Make sure you are understood and that you clearly communicate what is to be accomplished.

• Don't relinquish all control and hope the job gets done somehow.

• Try to set a deadline and periodically follow-up on what is being done.

• Remember, it is not always true that, "if you want something done right, do it yourself." Management involves working with people to get results, so learn how to delegate effectively.

42. As a manager, the important thing is not what happens when you are there, but what happens when you are not there

If you have inspired, directed, trained, delegated well, the organisation should be able to run well in your absence.

Ideally, the place should be able to function in your absence without work coming to a standstill. You should not need to be present everyday. Not always being available teaches a little self-reliance.

43. Delegate for innovation

Some tasks involve more than just technical skill and knowledge. They may require innovative thinking. A manager does not need to be the brainchild of every new idea and instead should draw upon the creative talents of his/her team by encouraging individuals to come up with their own ideas for completing a task, addressing a problem or implementing a solution. Delegating such opportunities to your staff could foster a creative work environment. Staff will be more excited about work that lets them be more innovative and they will remember you for having provided them with a valuable learning experience.

So remember:

• Look for the innovators in your staff
• Delegate the right opportunities for them to show off their creativity
• Support their efforts to do so; and
• Acknowledge their achievement