Essential to the achievement of delegation is the advancement of employees’ self- esteem. The exercise of self-esteem as a motivator is a current phenomenon. In the 1930s the issue was immaterial. Back then, the concerns were money, security and survival – the very things that were in meagre supply. New distinct improvements in the satisfaction of these survival needs have begot a whole new set of drives. Employees have begun to carp about a lack of dignity and respect. With escalating turnover tolls, absenteeism and other forms of alienation and frustration, managers can no longer uphold that workers only care about taking home a paycheck.
1. Delegation empowers subordinates in the organization to grow and thereby compels you to strive for even higher in management. It afford you with more time to take on higher-priority projects.
2. Discover the talents and interests of your people thereby enabling you to delegate more wisely and effectively.
3. Never underrate a person’s capability. Delegate a bit more than what you think the person is adept at handling. Imagine them to succeed, and you will be astounded more often than not.
4. Plainly define what outcome is required, then let individuals exercise their own clever thinking to determine how to reach that objective.
5. Visibly define the bounds of authority that go with the delegated task. Can the person task other people to work with them? What are the spending limitations?
6. Do not avoid delegating something because you cannot give someone the entire project. Let the person begin with bite-sized tasks. After learning and doing that portion, they can take on larger pieces and areas of responsibility.
7. Unambiguous standards of performance will aid the person know when he is doing exactly what is expected.
8. Delegation entails accepting that the other person might make a mistake. People learn from mistakes and will be able to do subsequent projects correctly. Consider where would you be if no one had ever taken a chance on you?
Management consultants and behaviorists have shown that a salary increase is not necessarily the definitive motivator. Unless you cannot survive on your present salary, more money is often a poor incentive. In addition to earning, most people work every day to satisfy their need for challenge and predictability in their lives. Look at the army of tycoons who continue to slave every day. Precisely because their basic needs are being met, modern workers never automatically accept authoritarian and debasing styles of management.
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