Page 94 - Time Management

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How to Delegate Effectively
Meetings?
When delegating large projects, sometimes it’s a good idea
to have periodic meetings to assess progress. Be careful, 79
however, not to micromanage via meetings or committees. Remember:
the camel has been sardonically defined as “a horse built by commit-
tee.” Any gathering should provide those to whom you’ve delegated a
project with the opportunity to get a feeling for where in the process
everyone is and to be certain that communication lines remain open.
It should also provide you with a sense of how well the project is pro-
gressing and whether or not you should clarify any aspect.
It should not, however, be an excuse for you to reassert control
over what you’ve already decided to delegate. Resist the impulse to
take back more control over the project than you need.

10. Conduct unscheduled status checks. Relying solely on offi-
cial status reviews can discourage flexibility as a project
unfolds. Feel free to informally drop in on anyone to whom
you’ve delegated. Be prepared to adjust procedures and goals
as necessary. The worst-case scenario: you may even have to
pull the project and find a new person to do it or do it yourself.
No matter how well you plot things out, the unexpected is to be
expected.
11. Evaluate results. Ask yourself the following questions:
• Did the person meet the deadline? If not, was it because it
was unreasonable?
• Did the person achieve all goals?
• Did the person meet, exceed, or fall short of your expec-
tations?
• Were there any surprises?
• Did the person realize the promised benefits?
• Was this the right person for this task? Would you dele-
gate to this person again?
• Was the final report thorough?
• Was your emotional reluctance to delegate extinguished?
If not, why not?