How to delegate well, as a true Lean Leader

Many people do not grow because they do not know how to delegate effectively.
Many people suffer unnecessarily from stress and work overload because they do not know how to delegate effectively.
Many companies do not grow as much as they could because they have managers within them who do not know how to delegate effectively and who, therefore, do not act as Lean Leaders.

Delegating well is in my opinion one of the most difficult skills to acquire professionally, but at the same time it is one of those skills that more than any other can help us grow ourselves, our employees and our company.
For the Lean Leader, there is no other way to the growth of one’s team.

Many people are so busy doing all the jobs that come their way, they feel so burdened with responsibility for all the “burden” of activities they bear, that they convince themselves that they do not even have time to stop and explain the work to be assigned to someone else. They want, in their hearts, to get it done as quickly as possible, and they think they can do it by continuing to do it themselves.

On other occasions, however, when they manage to delegate they do so hastily: simply assigning the task title and deadline, often without clarifying the expected outcome. This almost always leads to errors, rework, and wasted time following delegation.

But this is not delegating. It is abdicating one’s role as a manager, and it is certainly not acting as a Lean Leader

Beware, however, of the maturity of the people in front of you: you need to be able to understand their level of maturity and move accordingly. If, for example, you have in front of you a new employee or an apprentice, the delegation process will have to go through precise procedures, work standards and checklists, otherwise it will be difficult for the delegate to be properly trained on the task at hand. With a delegate with a high degree of maturity, on the other hand, you will be able to focus more on motivation, targets to be achieved, participation, and shared operating methods.
I believe there is always sufficient time to delegate effectively. So from now on, stop saying that you don’t have time to clearly delegate a task.

Remember that knowing how to carve out the time you need to delegate well is the most effective use you can make of your time if you want to achieve more energy for you, more results and better quality, while growing yourself and others at the same time.