Charles C. Malone - The Art of Delegation: Maximize Your Time, Leverage Others, and Instantly Increase Profits

The Art of Delegation: Maximize Your Time, Leverage Others, and Instantly Increase Profits

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Table of Contents

Page
INTRODUCTION

Empowering & Delegating....................................3

Chapter One: Self-Confidence

Upward Self-Revisions.........................................9 Self-Confidence.................................................11

10 Ways to Boost your Self-Confidence.................18

Chapter Two: Why you should Delegate

Why Delegate?..................................................24

Chapter Three: Benefits of delegating

Essential Tasks of Team Leaders..........................29 10 Benefits that Result from Delegation................30

Chapter Four: The Process of Delegating

Prepare to Delegate...........................................37

10 Guidelines for Successful Delegation.................39

Chapter Five: Courage & Delegation

Dont Let Others Shape your Image......................47

You May Be Delegating Wrong.............................48

The Courage to Empower...................................50

Five Guidelines to Bolster your Courage................53

FINAL THOUGHTS

Delegating is Liberating......................................57

Your Inner Fortitude..........................................60

Introduction

Empowerment

Empowering & Delegating

Delegating to workplace subordinates involves granting authority down the ranks and giving those being commissioned the tools, skills and knowledge to be effective and successful. For proper delegating to occur, those two steps are inseparable. If you delegate without empowering, i.e. give someone a task without also giving them the knowledge and means to accomplish it successfully, you would be merely adding to their stress and misery. Part of delegating therefore includes coaching and mentoring, but also the boosting of the empowered persons self-confidence, courage and sharing in the significance of the task being handed down. Subordinate employees can thus come out feeling liberated, able to make their own choices and in charge of their self-image since they have been made responsible for something meaningful that others will partake in.

As long as such co-workers perceive that doing their job satisfies important needs of in-house colleagues or external customers, they'll have a positive perception of the meaningfulness of their work. Employees must thus feel like they are able to influence people and events in important ways in order to feel empowered.

Empowerment goes much farther than that though, in or outside of the workplace. Inspired people who empower others routinely and without a fuss are viewed as belonging to the good people who have great inner fortitude and awareness. They are kind, their empathy boundless, and they invariably become influential mentors.

Empowerment can take the shape of praise, or a nod or smile that confirms appreciation or even simple acknowledgment. It is necessary when delegating down as weve described, but you dont need to delegate in order to empower.

The biggest event in a homeless persons day could easily be, as an example, if a seemingly successful person extends his or her arm for a hand shake, or if theyre merely asked how their day is going, or given a greeting with a smile.

As you grow, you enlarge your circle of family, friends and acquaintances. You get involved in hundreds thousands throughout a life cycle- of rapport building and new relationships. With that groundswell of connections, the influence you wield increases, and your choice becomes a simple one: how will you choose to exercise that influence?

Many people choose to be generous towards others and empower them as opportunities arise. That becomes a mantra for them, a way of life, a philosophy and a doctrine, a life companion and a collection of self-regulating instincts that become etched on their subconscious mind. If youve recently come across someone like that perhaps a teacher- you will appreciate that you are truly free when you hug this mantra, when the difference between right and wrong may be in everyone elses mind hardly ever in yours.

You will notice that we are also describing empathy, again. The dictionary defines empathy as the capacity to recognize emotions that are being experienced by another being. Empathy is the precursor of love and compassion. It is the bedrock foundation that sets the tone for empowerment.

When you empower someone you dont criticize them, and you dont judge them. You restrain your natural egotistical tendencies as well as any vestiges of cynicism that you may have. You put on your genuinely kindest robes and you find something nice to say to the other person. You let the other person soak in the best traits that you have garnered, and you do all that without a fuss.

At the end of the day, your words may be forgotten, and your actions too, but those with whom you had such encounters will never forget you.

Empowerment is not to be confused with delegating, although some of the guiding principles are similar for both. You can empower a branch manager and set them free to do your bidding, only using their own methods. You dont have to transfer actual tasks to them as you would if you were delegating precise assignments. In our fast-paced workplace these days, there may not be sufficient time for a truly busy manager to sit and bolster someones mindset before giving them a chore. The busy manager may also not be too familiar with the art of empowerment. The delegating may thus come without empowerment, unless of course the empowerment preceded the delegating. For example, the manager holds a team meeting in which his goal is entirely about empowerment and morale boosting. At the end of the meeting, the manager may sit with one person and briefly delegate a task.

This delegating process has become more than just an art these days, and we will be examining what it entails in detail in subsequent parts of this book.

Finally, having an empowered group of employees reporting to you is every leaders dream. It means they dont have to be nudged every time there are important assignments to be undertaken, and you can expect them to take initiatives and perform in manners consistent with your or your companys- values and policies.

When you have not sufficiently empowered such employees, you risk ending up spending an unwarranted amount of time micro-managing all the little steps they need to take. The most enlightened managers create within their team an environment of empowerment with individual team members taking ownership of their work and holding themselves accountable.

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Chapter One

Self-Confidence

In order to delegate effectively, our premise in this chapter is that you need to continually take stock of your managerial methods and possess an abundant hoard of self-confidence and courage.