This lecture is going to sit right at the heart of your course. Because in it, I'm going to describe my five step process for delegation. And the first step is matching. In the matching step, you need to understand the tasks that you've got available to delegate, what it is you need to have done. And in particular, those things which are appropriate to delegate. So you need to understand what the outcomes are going to be for those tasks.

And whether these are tasks which are suitable for delegation. You also understand the people you have available to delegate to what are their skills? What are their ambitions? Where do they want to develop? What are their limitations and how much time Are they Got available? To what extent are they overloaded?

Or do they have capacity. When you understand the tasks that are available to delegate, and the people you have to call upon, you can then match the tasks to the people. So that's the matching stage. Once you match the task to a person, the next step is to brief them and do it thoroughly. And later in this course, I'll tell you exactly how to do that. But the critical thing to know here is that if you don't breathe well and invest the time and effort it takes to do so, then you will pay dearly, because that person keeps coming back to you For more information, more guidance, and more knowledge.

If on the other hand, you take the trouble to brief them well, then they will be far better equipped to act autonomously. Not only will that release If you have unnecessary supervision, but it will be more fulfilling for them. The key third step in delegation is commitment. And this is the step that gets missed out of a lot of delegation processes. Firstly, having briefed them, you need to emphasize your commitment to support and guide them as much as they need. In return, you need to receive their commitment, their commitment, that they understand what it is you expect of them.

Their commitment is that they have the experience the knowledge and resources to do what you're asking them. And finally, their commitment to do the work. Once you've secured commitment, they can get started. Once you've secured commitment, they can get started. Now you need to provide Monitoring and support. That's step four.

This is about keeping an eye on what they're doing, and providing support and guidance as necessary. Clearly, your attitude to the risk involved to their level of experience and expertise, their enthusiasm. their motivation, will guide you into how much support you give, and how much guidance and direction you need to supply. If that's an area of interest to you, I recommend our day to day leadership course. Because that covers the whole balance of how much support and how much guidance to give in detail. And finally, Step five, closing the delegation.

The closing step is about recognizing the achievement about reflecting on it, giving good feedback, giving praise recognition, where it's merited even reward. Because delegation is there to build capacity to develop the person to build organizational resilience, and therefore you can use what they've done as a platform for learning to be able to do it better, more efficiently, more effectively next time. What congratulate the person because they've learned to do it well, and they're ready for the next more demanding delegated task. So there we have it, a simple five step process, matching, briefing, commitment, monitoring and support and closing the delegation. In the next video, we'll start exploring these steps one at a time to understand in detail