Development Summary

• Get used to the fact that others can handle some tasks as capably as you can. Maybe better.
• Examine your workload and determine tasks that can be handed over to others, even if initially they will not be as good as you

• Survey individuals to see what duties they'd be interested in tackling.
• Match people's strengths with work assignments.
• Present small, challenging tasks to people with untested abilities. See if they can rise to theoccasion.
• If you know a person is trying to improve a skill, provide opportunities for practice.
• If no one has the qualifications for a particular task that needs to be delegated, arrange for thenecessary training.
• Consider the other person's workload when delegating. Shift responsibilities as necessary.

• Give as much direction as necessary to initiate people to new duties. Then let them take charge.Don't hover. During periodic progress reviews, give additional direction as needed.
• Make your expectations explicit and thorough. Then allow some flexibility in implementation.
• Clarify which actions will require prior approval from you. Gradually increase the appointed person'sauthority to act independently.
• Delegate in stages when appropriate. Work up to the point where complete responsibility istransferred to the other person.
• Encourage others as they take on new responsibilities. Give positive feedback whenever possible.Help them succeed and everyone wins.
• Remember that failure can be a great teacher. Shield people in newly delegated positions fromdisastrous mistakes, but allow the opportunity for smaller errors that can be instructive for the future.

• When people present problems, ask them for possible resolutions before offering your advice.Guide them in becoming solution-oriented.
• Show confidence in the other person's ability to craft workable, successful.

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