Procedure Delegation 5: Control with support

Measure how early and how often you ask how the person taking the order is getting on. Control. Control can be favorable or unfavorable:

Talk to the person taking the treatment about how well the dose of control fits and how beneficial it is.

Adopt a constructive attitude, i.e. check with the intention of finding something you can praise.

Celebrate success! You have delegated the work – then delegate the fame.

These are the best leaders of whom – when they have completed their task – all people say: “We did it ourselves .”

Lao Tzu, Chinese philosopher, 4th – 3rd century BC

Look at the result and the boundary conditions to be met. That’s what counts, not the path! Do not interfere: The person taking on the assignment should decide for themselves how the agreed goals are to be achieved.

Be happy if the result is similar to what you expected. Different doesn’t have to be wrong.

Support the employee. If they need help, give it.

If you make a mistake, criticize constructively. Be aware that you will be held accountable for mistakes, at least upwards and outwards. Standing up for yourself earns you respect.

Keeping an overview

In order to keep track of delegated tasks as a supervisor or project manager, we recommend using delegation lists that show who is responsible for what. Complex assignments require actual project planning. This contains a description of the goal, a list of the steps, the work steps in the correct order, a schedule with deadlines and the responsibilities.

“You should never have so much to do that you lose track of everything.”

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