Now we've learned about delegation, we're in the last section of our course. I want to talk briefly about four attitudes, which I personally believe are hugely valuable to making delegation work for you. And the first attitude is to believe that delegation can be developmental, can enhance someone's understanding of their work, progress their career, and develop their learning and knowledge. Because that, for me, is the reason to delegate above all others. Yes, it benefits you your time management and productivity. Yes, it benefits the organization, in its resilience, and yes, it benefits them in their career progression.
But if we are not learning creatures if we're not about developing ourselves and our potential And then we're about nothing. The second is to hop back to an earlier lecture. In that video, I talked about the transactional analysis model TA, developed by Eric Byrne. And it's essentially in my mind that I approach all delegation opportunities as adults adult conversations. I asked in a respectful way, having thought through what it is that I'm asking someone to do. And I address them as an adult, expect them to address me back as an adult, I don't always expect them to say yes, they may have other commitments that I was unaware of.
After all, delegation is not allocation. I'm giving you my work. It's not your job to do my work. And therefore, you may choose not to accept it. And I will listen respectfully to whatever reasons you give, if you choose not to accept it, but I will Also be grateful and respectful of you if you choose to take on the work. The third principle that I like to cleave to is one of trust.
Delegation is about taking my responsibility, something for which I am accountable and giving it to you, I remain accountable for it. So therefore, I trust you. I am not going to delegate anything to anybody, unless I trust them completely, to tackle the task, with the support and the guidance and the resources I'm giving them. And if I don't feel I can trust you, then I need to give you more support and more guidance up to the level where I can trust you. Because if I don't act in a way that trust you, I will undermine rather than strengthen your motivation. And finally, delegation takes time it takes effort.
It's an investment And therefore my final attitude is one of preparedness to invest that time to do it properly. Because if you can't do it properly, I don't believe you should do it at all. And since I believe delegation is a necessary part of management and leadership, I necessarily believe that we need to make time for delegation. So there we have it. Four simple attitudes that I think will make you a really successful delegate. Firstly, it's about development.
Secondly, it's about adult adult conversations. Thirdly, it's about trust. It's about making time to do it well.