If some of these comments sound familiar to you, then the following steps will show you how

For managers, there are two key aspects to successful delegation:

• Having people to whom one can delegate, and
• Selecting the most appropriate tasks to delegate

If you are not a manager, or do not have anyone to delegate to, then I suggest the excellent article by Beth Schneider (http://ezinearticles.com/?How-to-Delegate-When-There-is-No-One-to-Delegate-To&id=141500).

The key to delegation is to develop within your people, the "initiative to take action" so that they learn to develop their skills and knowledge to their full potential.

Managers who are successful are always good at delegating. Less successful managers, when asked why they don't delegate more, often reply

• "If only my staff were more experienced" or,
• "I don't have enough faith in my staff to do the job properly" or,
• "Delegation. Sounds great in theory, but I need to have fully trained staff and I don't have the time to train them".

If some of these comments sound familiar to you, then the following steps will show you how

For managers, there are two key aspects to successful delegation:

• Having people to whom one can delegate, and
• Selecting the most appropriate tasks to delegate

If you are not a manager, or do not have anyone to delegate to, then I suggest the excellent article by Beth Schneider (http://ezinearticles.com/?How-to-Delegate-When-There-is-No-One-to-Delegate-To&id=141500).

The key to delegation is to develop within your people, the "initiative to take action" so that they learn to develop their skills and knowledge to their full potential.

Managers who are successful are always good at delegating. Less successful managers, when asked why they don't delegate more, often reply

• "If only my staff were more experienced" or,
• "I don't have enough faith in my staff to do the job properly" or,
• "Delegation. Sounds great in theory, but I need to have fully trained staff and I don't have the time to train them".

If some of these comments sound familiar to you, then the following steps will show you how

The key to delegation is to develop within your people, the "initiative to take action" so that they learn to develop their skills and knowledge to their full potential.

Managers who are successful are always good at delegating. Less successful managers, when asked why they don't delegate more, often reply

• "If only my staff were more experienced" or,
• "I don't have enough faith in my staff to do the job properly" or,
• "Delegation. Sounds great in theory, but I need to have fully trained staff and I don't have the time to train them".

If some of these comments sound familiar to you, then the following steps will show you how

Managers who are successful are always good at delegating. Less successful managers, when asked why they don't delegate more, often reply

• "If only my staff were more experienced" or,
• "I don't have enough faith in my staff to do the job properly" or,
• "Delegation. Sounds great in theory, but I need to have fully trained staff and I don't have the time to train them".

If some of these comments sound familiar to you, then the following steps will show you how

If some of these comments sound familiar to you, then the following steps will show you how to:

• Identify the current "level of initiative" of each of your team members.
• Use the “level of initiative” ranking with your team to further develop their skills and knowledge.

When delegating, it is important to fit the task to the person and to ensure the reason for delegating is appropriate.

Firstly, let's look at the person. Is it possible to delegate to all your team members? For delegation purposes, team members may be classified as those who:

1. Wait until he or she is told what to do.
2. Do what is necessary, but refer to their manager or supervisor all problems or slightly unusual issues for a decision.
3. Refer all problems or unusual occurrences for a decision, but when doing so recommend appropriate action.
4. Take action on problems as they occur and then immediately report on the action taken.
5. Take action on all issues and problems on his her own initiative and then report periodically on progress.

Less successful managers keep their team members at the second level, i.e.

• Do what is necessary