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Chapter 7. Who's Gonna Do the Work? > Delegation Dynamics - Pg. 81

Who's Gonna Do the Work? 81 I'm sure you often have thought, "By the time I tell a member what to do, demonstrate how to do it, check the work, find it wrong, and have it done over, I could have completed it and gone on to other things." Showing someone how to perform a certain task will take time now, of course, but once your team member masters the task, it will make your job easier later. · You get a great deal of satisfaction from that aspect of the work and hesitate to give it up. You're not alone. All of us enjoy certain things about our work and are reluctant to assign them to others. Look at the tasks objectively. Even if you have a pet project, you must delegate it if your time can be spent handling other activities that are now your responsibility as a team leader. · You're concerned that if you don't do it yourself, it won't get done right. You have a right to be concerned, but you won't have to be afraid of delegating work to others if you follow the principles described in this section. Delegating to the Right Team Members You know the capabilities of each of your associates. When you plan their assignments, consider which person can do which job most effectively. If you're under no time pressure, you can use the assignment to build up an associate's skills. The more team members who have the capabilities to take on a variety of assignments, the easier your job becomes. If no one on your team can do the work, then of course you'll have to do it yourself. So that you can delegate such work in the future, you should train one or more team members in that area. Get Feedback After you give detailed instructions to one of your associates, your usual question is probably, "Do you understand?" And the usual answer is yes.