In my work coaching Controllers and other heads of Accounting and Finance functions, I often find that they are overloaded with work. Who isn’t? As a result, I work with my clients to rationalize their workload. I find the key tool is to coach them in improving their ability to delegate.

Let’s establish the key reasons to delegate. Often it is motivated by a desire to be able to focus on more important tasks or an inability to do a new assignment without letting go. Another key benefit is relief from stress by reducing one’s workload or backlog pressure from family members. It is also important to stop feeling that you are indispensable.

Improved delegation enables your staff to reach their potential, help them grow, develop and feel more engaged. This has three significant beneficial components: a reduction in staff turnover, succession over the long term, and allowing for better hiring when there is a need.

What is worth delegating? Look for your “time thieves” (i.e., things that prevent you from being productive), tasks you find tedious, things you do not do well, and tasks that will be good experience for your staff, providing them with development and fulfilment. Also consider tasks that are easy to review or that allow you to add value towards the end of the project.

Critical steps will lead to successful delegation. First determine to whom your task will be delegated. In some situations, your client or the person you report to may need to approve this step. The next stage is to consider how you will sell the idea to the person you have chosen. Be mindful of the individual’s own sense of their workload. Find a way to create space in their schedule and ensure that they have the resources required for success.

“Throwing someone into the deep end” can occasionally be very effective in the right circumstances, but it has a much higher risk of failure. Ensure that your employee does not feel dumped on.

If you do delegate, it is critical that you provide the person accepting the assignment with referral points that clearly define your role in teaching and coaching them, as well as your availability when they need help.

One critical component is to set and agree on timelines that are realistically and clearly defined, and that communication regarding delays and setbacks is open and honest. Failure in this area often destroys credibility and a willingness to try again.

Avoid wanting everything done your way. Do not micro-manage but stay in touch and follow-up. Allow the employee to bring their own ideas and style to the project. Be careful not to take the whole project back at the first challenge. Show your appreciation for the effort and result.
Most importantly, sit back and enjoy the success, and then repeat.