Managers get things done through other people. They delegate primarily because it makes their job easier. If they try to do everything themselves, they become unnecessarily burdened; theirperformance and health deteriorate; they fail to develop their staff adequately; and, in time, the organization will suffer. Indeed, many writers believe that the ability to delegate is the main distinguishing feature between good and bad managers. Knowing how to delegate is a crucial management and leadership skill. Our eight-page e-Topic: How to delegate elaborates upon the following essential guidelines…

1.From your prioritized jobs, select one to delegate.
2. Define clearly for yourself the task to be delegated.
3. Select the right person for the job.
4. Conduct a thorough briefing.
5. Delegate appropriate authority.
6. Keep lines of communication open.
7. Monitor progress unobtrusively.
8. Reward performance.
9. Delegate as part of a master plan.

The e-Topic concludes with a wealth of useful hints, advice, anecdotes and inspiration to help the reader better understand and implement the core material presented.

Do you want a brief fragment from the wealth of practical information in this e-Topic?
“Willingness to delegate is one of the hallmarks of leadership, but delegation is difficult to exercise effectively. This is chiefly because it entails getting work done in a way that suits the person to whom the task is assigned – not you.”

Simple, step-by-step solutions to your management problems and issues – that’s the aim of our e-Topics series. For busy managers, it’s literally management2go!