that employees receive the necessary information and decision-making skills as well as work and financial resources.
Rule 5: Check intermediate results.
Delegating is always a matter of trust. Control should be carried out. However, as little as possible and as much as needed for success. As a leader, you should work with the employee to determine when to begin the work, when to complete it, and when to finish the interim results. This is especially important for lengthy and difficult jobs. Ask for important tasks in between, get yourself and give feedback.
Rule 6: Be approachable for questions.
As a leader, you should be able to work your employee at work, but not leave him alone. He must know that he can always ask you questions and problems.
Rule 7: Discuss the results together.
Executives and employees should review the end result together - in alignment with previous targets.
Was effectively bypassed with the available time,
carefully worked and
were the funds used correctly?
The scope of the task should also increase the duration of the evaluation interview and also clarify the following questions:
Is the responsible person himself satisfied with the result?
What worked well and where was the problem?
What would have helped to make the job even better?
If difficulties are encountered, also check whether it is due to the order or perhaps the general conditions. And do not forget to present positive things as such. If these basic policies and practices are followed, all participants - leadership, employees, and ultimately the entire company - can only benefit from the delegation and grow.
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