a) Define what should be done and what the council/parliament member should achieve. Define what will be delegated, what is the expected outcome, and what method of work will the council/parliament member use.
b) Explain how the task came to be and how it fits the department and organization.
c) Define what should not be done. Set clear boundaries of what you do not want the council/parliament member to do.
a) Identify the person best suited to perform the task and decide if they have the time and motivation for it. Allow the council/parliament member to comment their thoughts on the given task and the circumstances of the delegation.
b) You may also select a person whom you feel is passive and incompetent. If you precisely define what he should achieve, the individual may surprise you. You can see this delegation as a revision of your subjective assessment of the qualities of the council/parliament member in question.
a) You should delegate the chosen person with sufficient authority to act. Determine the parameters for information, financial, and human resources. Let the council/parliament member suggest how many resources will be needed to accomplish the task.
b) Determine how much the council/parliament member should commit to the task. What time has he allocated? With what frequency should he act?
a) Delegation does not happen in an isolated space. It is essential to inform all personnel affected by the delegated activities about the delegacy and new distribution of authority.
a) Define continuous and regular ways of controlling. In particular, under what circumstances must the council/parliament member report to you on the task progress. However, beware of excessive and overwhelming control that may demotivate the council/parliament member.
b) Avoid delegating upwards. If you define a responsible person for a task, do not take care of that task anymore. If a problem arises, insist that the subordinate suggests a solution. Make it clear from the beginning that if the member wants to discuss any issues with you, they have to always come with a ready-made solution first.
c) Define the criteria for evaluation.
d) In case of task failure, discuss the reasons. It is not good to blame the council/parliament member. He can learn and gain the necessary experience for further self-development from it.
Reflect on your work activities and define what tasks you can immediately delegate. Focus on the following areas:
1. All routine tasks.
2. Permanent tasks which you repeat periodically, allowing for periodic control.
3. One-time tasks that we assign and control on a one-off basis.
Delegation is a competency of the council/parliament leaders to guide its members to meet their and organization goals. Effective delegation requires an understanding of the organization’s processes and knowledge of the authority and responsibilities of self and subordinates. Delegation provides an internal tool for developing the competencies and potential of council/parliament members. It is, therefore, more than just a time-saving tool.
