Delegation 101 - How to multiply your time | Michael Gathu | Skillshare

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Delegation 101 - How to multiply your time

teacher avatar Michael Gathu, I help people simplify complex problems

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

11 Lessons (35m)
    • 1. Introduction

    • 2. Why people don't delegate

    • 3. Importance of delegation

    • 4. When to delegate

    • 5. When not to delegate

    • 6. Who to delegate to

    • 7. How to delegate

    • 8. Levels of delegation

    • 9. Tips to delegate like a master

    • 10. Coaching towards effective delegation

    • 11. Outro

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About This Class

The Secrets to Delegate better and learn how to multiply your time

If you want to grow in your career or in your entrepreneurship journey, then this course is for you to get started.

"Delegation 101 - Learn how to multiply your time" introduces you to the process of delegation by learning when to delegate, choosing who to delegate to, and how to delegate. 

This course is ideal for individuals who are ready to take their entrepreneurship or career to the next level, through delegating low value activities. It allows you to learn how to let go, coach your direct reports to be able to achieve the same result you would have achieved doing the activity yourself. If you are looking to learn what it takes to start and grow your business or career through delegation, then this is the course for you.

Richard Branson said "If you really want to grow as an entrepreneur, you’ve got to learn to delegate."

By the end of this course you will learn:

  • When to delegate so that you can identify the right activities to delegate

  • When not to delegate so that you can avoid the pitfalls of delegating wrongly

  • Choosing who to delegate to so that you can achieve the best result and motivate your team

  • How to delegate through our 9 step process to delegate effectively

  • The different levels of delegation and how to grow towards letting go more

  • Tips to delegate like a master

This course uses a proven process in order to help you get started in delegation. Join me on this delegation journey and take your career or business to the next level!


Meet Your Teacher

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Michael Gathu

I help people simplify complex problems


Hello, I'm Michael.

Michael is on a mission to help organizations and individuals become better. Michael has had a distinguished career spanning through non-profits and the corporate world.

Michael's life purpose is in helping to simplify complex problems to define actionable solutions, which is why through public speaking & training, Michael is focused on inspiring and impacting people towards the right personal growth formula and generating sustainable business growth.

During his free time, Michael enjoys time with his two daughters and one wife :). He also enjoys doing DIY projects and traveling to see the world.

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1. Introduction: In this course we'll go through the art of delegation. For me, I think about the atom delegation as the most important key for you to multiply your team. One of the famous quotes about delegation comes from none other than silage or Bronson, who says, if you really want to grow as an entrepreneur, you've got to learn how to delegates. And this is what this course is about. In this course, we'll go through a simple three-step process for effective delegation. We'll talk about when to delegate, how to find hold to delegate to, and finally, how to delegate. And of course we'll leave you with a lot of tips towards the end for you to become a master at the atom delegation. I want you to sit back and remember a time when you felt stressed or overwhelmed, did you feel like you needed an extra hands? That is exactly what delegation is for. Delegation is meant for you to have the time and the space for you to accomplish a lot more. Because you end up having extra hands at your disposal whenever you have tasks that you want to delegate out into violist as human beings, there's only so much weekend do ordinarily have 24 hours in a day. Therefore, we can only do so much work and we can only help other people so much in terms of the space and the capacity that we have to expand ourselves. Therefore, through delegation, you can be able to be more effective in your one. You wouldn't be able to let go of simple tasks. Allow your employees or your direct reports to sorry, high by motivating them. And therefore, as a team, you'll be able to achieve a lot more success. So thank you for watching and let's get started on the art of delegation. 2. Why people don't delegate: In understanding the act of delegation, it's also important for us to understand why people struggled to delegate. And to start us off with a quote from John C Maxwell, who says, if you want to do a few small things, right? Then do them yourself. But if you want to do great things and make a big impact, then you need to learn how to delegate. And that's why we are here in this course. So why do people struggle with delegation and struggled to let go and let other people take control. Number one is a thought that I can do it better. A lot of times we think we're the best people to do the task. So we struggled with the Latin, somebody else take their responsibility and take charge. The second thing is that we always think that it's easy for us to delineate ourselves out of our job's. Whenever you show someone else how to do your job or to do certain tasks that are critical part of your job. The new thing, it's very easy for you to lose your job because the company could easily decide to give the other person your job at an even lower costs compared to what they'd be. However, most of the time actually delegate efficiently. What happens is you'll be able to shine and logical, and you'll be able to grow yourself while growing your direct reports as well. A third thing that we often think is that we think that we will not get the credit whenever you delegates, whenever you get somebody else to do the task, we're only human and we often pass from the credit to the person who actually did the job. And trust me, whenever you get that credit passed onto your direct report. It's also showing how efficient you are as a manager in portraying us a better leader for the organization. Number four is people also think that they could lose the task that they loved doing. And lastly, it also happens with people just struggled with delegation because they just don't know how to delegate. So if we can summarize the reasons why people struggle to delegate the fastest that they want to keep control. Control is an essential part of our legs. Control makes us feel that we are in charge. And as a result of that, we struggled to let go and let other people do tasks that we could easily delegate to them. And secondly, it also happens that we have no training on delegation. Therefore, we do not know how to delegate. And thank you for taking the opportunity for you to learn about delegation. And that's why we are here in this course. So how do you overcome those struggles related with delegation? Number one is to understand that delegation is a long-term strategy. Delegation is not about just delegating once and then you have learned how to delegate or you become a master delegation. Delegation is a journey that you have to be on a, keep becoming better. And you'll see this later in the course when we talk about the levels of delegation. It's very hard for you to start off being a master delegation. You definitely start off by letting go of control little by little. And then slowly you become a master at delegation. Number two is to plan properly. If you plan tasks out well, your plan to grow your team, your plan to grow yourself. You'll be able to overcome that struggled with delegation. Family is to learn how to communicate effectively through effective communication, both with your direct reports and with your manager. You'll be able to manage the task better. You'll be able to make sure that your direct report can come to you whenever they're struggling with a task that you have delegated to them. And at the same time you'll be able to manage upwards to make sure that your manager or usually done, they'll be able to know that this task is delegated out. But ultimately the final result was still reflect their ultimate goal, which is success for your team and for your company. Fortunately, is to use delegation to add value to your team by making sure that you can motivate your team members to be able to achieve more and also use it to grow them. That they can learn new skills, that they can be able to learn different ways of doing different tasks. And then the last way to overcome the challenge around delegation is to practice, practice. Practice. Practice is an effective way for you to delegate better. So thank you for watching and see you in the next video. 3. Importance of delegation: Let's start off by understanding what is the importance of delegation. Why should you really delegates? There are six reasons for you to delegate. Number one is that delegations saves you time. It allows you to save your own time by giving out tasks for other people to do on your behalf. Number two, it allows you to develop other people in their skills. When you delegate a task code to someone else, it allows them to showcase their progress. Therefore, allowing you to develop them and get them to have an extra set of skills. Delegation could also help you find your successor. I lot of times in businesses, we struggled to find people to take up our roles whenever we want to move on to other different roles. Therefore, through delegation, you can have somebody who literally shadows you and they can be your successor, potentially, when you do find the next role that you want to move on into. Delegation also allows you to motivate leaders and your direct reports. You can motivate yourself as a leader and your direct reports. Because as a leader, you can be able to let go a bit more. You can be able to have a bit more time to spend on critical things in your role, for example, decision-making, while motivating your direct reports to be able to manage a bit more advanced via ordinary work. Therefore, delegation is important and is key for you to motivate yourself as the leader and your direct reports. Dedication also encourages prioritization. Whenever you have to think through how to delegate, what to delegate and how to delegate. You essentially put in this task through a prioritization finite. And therefore, delegation helps you to understand what to prioritize based on the time that your employee has to do task. In Glasgow, delegation is also an opportunity to learn, both for you as their leader and your direct reports. Whenever you delegate, you can learn how to manage your people better. And at the same time, they can learn different skills and know how to do jobs that are bigger than what they're currently doing. 4. When to delegate: So let's talk about when to delegate. First of all, we'll start off by a quote by none other than public speaker. Eric admitted is what he says is that delegation is the act of passing on actions, not passing on their responsibility. There are several systems that you can learn to apply when you're deciding when to delegate. But remember whenever you're delegating, you should only delegate the action or the tusk and should never delegate responsibility. As the leader, you ultimately retain responsibility for the task that is done by either yourself or your direct report. One of the systems that you can US is a sixties system. You can use the eigenfaces important matrix. And lastly, you can review your envy is buses, your LV is, and who go through this, each of them in detail. The first one is this 60 system for deciding when to delegate. You can dedicate any task that is tiny, tedious, time-consuming, teachable task that you are terrible at, and tasks that are time sensitive. So if a task fits within any of these six boxes, you can consider to delegate it. The second system is looking at tasks that are identifies as important on a matrix when you plot out tasks based on agency with a tie law and their importance with a tie importance or low importance, you will have an easy way for you to decide which tasks to delegate. Tasks that are urgent and important artist that you should keep for yourself and not necessarily consider delegating. Tasks that are urgent but not important are tasks that you could consider today, get family tasks that are not urgent but important. Also feeding the bucket of desks to delegate. And lastly, DST or not urgent and not important, could either be tough that you want to delegate. But there could be some of the low-value tasks that actually delegating them out could mean you end up de, motivating your employees. So really think through whether you want to delegate those tasks or just keep them for yourself. As a leader, I really recommend keeping the agitate important tasks to yourself. Because adjunct and important tasks will ultimately be your most valuable tusks. And they're the ones that really are new respect with the top leadership whenever you do them. However, any other tasks that fitting any other books in their matrix, you could consider delegating them out to your direct reports. That that system for you to decide what to delegate is looking at your most valuable activities, buses, your least valuable activity. When looking at your most valuable activities versus your least valuable activity, you can delegate to increase your own value while developing the talent of your team. How you do this is that you start off by listing all major tasks that you do in your office. This could include tasks such as cleaning and analyzing data, growth strategy presentations, decision-making and executing plants, and many other dust that you do as part of your role, such as responding to emails and they're like, what are value per hour, assuming that you are paying someone else to do that job. So a good example would be for cleaning in analyzing data. You could hire somebody for between 15 to $30. Therefore, the value of that project would be low. For doing a growth strategy presentation, you could pay somebody between 75 to a $100 an hour, and therefore the value of that activity would be medium. And lastly, for decision-making and executing plants, you could pay someone about a $150, making it a high-value product. After doing this task of listing down your most valuable activities, make sure you double down on your MVPs and spend more time on them. However, for your low value activities, then consider delegating those out to other people because it would make sense for you to free up your time doing those particular tasks. Remember, we all have 24 hours in a day. Therefore, anytime you can spare is really, really valuable for yourself. Thank you for watching and see you in the next video. 5. When not to delegate: Let us look at when not to delegates. In understanding when to delegate, it is also important to understand which tasks never to delegate. The fastest that you should never delegate is a task that you've not pointed out. Well, imagine you have a task that you don't really know what to do with it. You don't really know what the deliverable is. And you don't really know what is the right output you want out of it. Therefore, consider not delegating that dusk until you've taken the time to think through it parallely. The second task not to dedicate is when a task needs to be completed in a specific way. Assuming you've received that task that needs very, very cautious. You might want to be the one to do it if you think that your direct reports do not have the attention to detail for them to do that task. However, if you do trust them, then you can consider delegating that task. There are also tasks that take more time to explain than just doing it. Have you ever spent a lot of time, maybe ten minutes trying to explain to someone at task. And then just realize, you know what, never mind. I'm going to do it myself because it just takes much because it just doesn't take that long for you to do it yourself. Therefore, why did you get that dusk? If a task is part of your most valuable activities as far what we've shown in the previous video. There, why should you delegate it out yet? It is what you really paid the big bucks to do. Another consideration when not to delegate a task is when you're passionate about something. I can tell you for free that I am passionate about teaching. Therefore, I would never delegate any tasks related to teaching and running trainings. Also never delegate whenever you're the right person to do their job. And lastly, do not delegate. If there's an opportunity for you to learn from that specific task. There you have it. There's an example of when not to delegate. And now let us look at tasks that you should never delicate. The first one is delivering any praise and recognition for your team member. That's a dusky should never delegate, you should do it yourself. Secondly, is delivering feedback to your direct reports. Where there it is, buck or bad feedback. Better to do it yourself. Just go out and be the one to deliver that field. Thirdly, managing your directory pots, that's a task you should do yourself, whether it is, for example, typing an email with a review of their performance, you should never delegate that out. You should do it yourself whenever you're making hiring decisions. Also never delicate those. Remember, any hiring decision is ultimately going to lead to the success or the failure of your business or your team. Therefore, keep that hiring decision to yourself. And just as another consideration, have you ever wondered why even the senior-most positions, they often have to go see the CEO as a final interview before the hiring decision is finalized. It's because even this year is not treaty to delegate the hiring decision whenever there's a crisis to be managed. For example, something has just happened is a PR disaster, or this disaster in your lab or in your office. And that's something not to delegate. Because normally crisis management needs their highest level of decision-making and needs very speedy decision-making and dedication sometimes does not bring about those aspects of speedy decision-making. So therefore, do not delegate crisis management. I want to add another two points for you. Just, on a personal note of things never too delicate. The first one is never delegate your family whenever you can. Please spare the time to spend with your family and be 100% present. Do not delegate taking care of your family to your 90 or to somebody else to do it yourself. And lastly, as power to spoken about in previous videos, never delegate responsibility, only delegate the task. Never delegate responsibility. If something goes wrong with the task, be willing to take their responsibility because ultimately, you are the leader that delegated that task out. Thank you for watching and see you in the next video. 6. Who to delegate to: In this next section, let us look at deciding who to delegate to. Deciding who to delegate to is an important step in making your delegation decision. It is important for you to choose the right person to delegate that task to. There's three ways you could decide who to delegate the task to. The fastest that you could delegate the task based on the desired objective you want to achieve. Think about some questions like, for example, does a task require high-performance? Wouldn't motivate the employee want to delegate to? And is there an opportunity to fix an attitude problem? Let me give you an example. If an employee is always complaining, things are being done in a not-so-good way in the company. When you do have a task that could fit or could give them the opportunity to change that attitude, could be interesting for you to delegate to them so that they can see how to fix that thing that they keep complaining about. And maybe they'll just realize that it is a lot harder than what they thought. And it could help them change their attitude problem while also motivating them to deliver more for their company. Secondly, choose who to delegate to based on the actual employee you're thinking of delegating to think about what are the interests of that employee? What abilities to they have? What are the skills? What is their motivation? Do they have time on their plate for them to take on this task? And based on that, you'll be able to decide whether or not to dig into that bustle. And then thirdly, delegate based on the unique opportunity presented, you see an opportunity to get teamwork going. For example, you might want to have achieved brainstorming session where you sit down as a team to think through ideas. And then you could ask, you know, who wants to do this task? Who wants to raise their hand up for them to take charge in this particular situation. And based on that, you could get some team walkway and give somebody an opportunity for them to show leadership. And the other thing to think about is there could be opportunities where you want to get a pool of ideas or to get more than one results. For example, you have a creative task like designing the company logo or designing Alice specific landing page. You might want to say, you know what? I'm going to delegate this task to two or three people just to see what creative ideas they end up having. At the end of the day, pick the best elements from each of them for you to have a Qila landing page or our Qila role in deciding who to delegate to. It's also important to decide the do's and don'ts of delegating to the right person. Whenever you're choosing which delicate do pick the person with the ability to do, let us do pick the person who has the time to do the task, or who can make the time to do the task. Do pick someone who is willing to take on that. And at the same time, also peak someone who'll be motivated by the task you're looking to delegate. On the flipside, let's look at the guns. The dots are, for example, don't play favourites. Don't always speak the same parcel to delegate the dusk stool. And number two, do not try to be fair. I don't have a kind of a schedule where you say, you know, on Monday I oldest delegates to Alex and on Tuesday our list delegate to mock, nor do not try to be fair, or just choose the right person within a task that you are looking to delegate. Badly, don't always pick them more skilled parser, there could be certain opportunities when you want to give somebody a stretch assignment or give them the opportunity for them to develop new skills. Therefore, you might want to delegate to somebody who's a bit less skilled, but giving them the opportunity for them to become even better. And lastly, don't always speak the most brilliant person. Using the example of people raising their hands to take, charging them in an opportunity. Whether it is have one or two people who are always willing to raise their hand up. Sometimes consider not taking those people as the ones to take charge and consider delegating the task to someone else. And trust me, it will allow you to motivate your team a lot more. Thank you for watching and see you in the next video. 7. How to delegate: Now that has gone through choosing what to delegate, in choosing who to delegate to. Let us discuss how to delegate. And here I want us to go through the steps of successful dedication. For me, the nine steps for you to successfully delegated task. The first step is to define the task. Clearly defined what needs to be done. A clearly defined what is the key outcome you look into a cheap. Secondly, decide who is the best possible for you to delegate to. Remember, do this based on their capability to this, based on somebody who's willing to do the task. Do this based on somebody who has the time to do the task and somebody who can be motivated by the task you're looking to dedicate. Number three, Assess capability in their training needs. There are certain tasks that the person might be willing to do, but it just don't know how to do it or they might need a bit more training. So assess this and when necessary, give them the training and the support that they need. Fourth, painted a big picture. Whenever you're delegating. It might be easy for you to tell the person do this, to do it. But just take a step back. And trust me, if you paint the big picture for the person, rather than micromanaging their task, you can give yourself space for you to achieve a lot more by allowing the puzzle to do the task in their own unique way. And therefore, you being able to achieve a lot more than what you had just specified in your order micromanaged way. Fifth, define how successful look like. Be very clear on what is the right outcome you're looking for and make sure that each is well-defined and measurable. Number six, so what the person with the resources they need, if they need any support, for example, training, for example, financial support, please be willing to do to them. It is important for you if you want to successfully delegate a task. Number seven, agree on the key dates. Agree on when is the project starts and when his dad and in-between set a few extra days, set dates for when you would check in with them. For example, you could agree every Friday, please come let us discuss the progress and make sure that this is well set out and already put in their calendar. Number eight, supporting communicates. Make sure that you communicate to your senior leaders that the task is being done. And at the same time, make sure that you support the person who you've delegated that task out to for them to be able to succeed in the task. The last step in successful delegation is to give feedback. After the task is done, make sure you give timely feedback to the person who you're delegated the tusk tool. This will help them for them to be able to know whether they did well or not, whether they met your expectations or not, and whether they had opportunities for them to achieve a lot more. So thank you for watching. That's our simple nine step process for you to successfully delicate. Make sure you practice it, and make sure you delegate successfully. Thank you for watching and see you in the next video. 8. Levels of delegation: Let's talk about levels of delegation. There are many different levels of delegation, starting from your micro managing the person, all the way to you letting go completely and just letting the person run with everything. So let's look at the different levels of delegation so you can decide where you want to fit in yourself. The first one is to tell the person. Followed this two delta. This is the type of delegation where you give the person and very little responsibility and a very little freedom and to do it in their own way. A second level is to ask them to analyze the options, but then bring them to you for you to decide. Here you're giving them some moderate freedom because they can be able to analyse the options in their best way. However, the ultimate responsibility and decision making is yours. The fat option is to ask them to analyze the auctions in, then come back to you so that both of you can decide. Here you're giving them more direct freedom. Here you're giving them moderate freedom to do something in their own way. And you're giving them moderate responsibility because you're asking them to come back to you so that you can decide together with them. The fourth way is what I call assess advice. But Allah proof. Here you are giving the person very high freedom. You asking them to assess the options, advice, what are the pros and cons of each option? But ultimately, bring it back to you for you to make the final decision. Here the freedom is high, but the responsibility or given to them is more direct to a certain level. The fifth level is what I call Decide, Act and only advice near their results. So you're telling the person, analyze the options, assess which is the best one, go ahead and execute. But I need to know what the result was. Did it succeed to fix whatever we're trying to do or did not succeed. He had the freedom that you're giving the person that you delegate it to his Hi, responsibility is really high as well. The last level of delegation, which is very rare within organization, is what I call Decide Act. And there's no need to check in and me here you're saying go take the decision, execute it. I don't need to approve anything and I don't need to know the results. This is the highest level in terms of freedom and responsibility. And you can see how much you're really letting go because there's nothing that's within your control. So those are the six levels of delegation. Please think through which level you want to start with, with your delicate teeth. So whenever you have somebody in the task that you want to delegate, decide where you want to be in terms of these levels of dedication. Do you want to micromanage by telling them what they should do, every step that they should do? Or do you want to let go of it and be like at a Level three? And then slowly by slowly as you continue trusting the bustle in walk with them. Think about how you can move towards a level six, because at that point you'll be able to multiply your time. Because you've really given out the task and you have very little control over it, and when it succeeds, you will also succeed. However, that comes in a lot of trust from the person initially takes time to get that level of delegation. So thank you for watching and see you in the next video. 9. Tips to delegate like a master: Let's talk about some tips for you to delegate, like master the fasted for you to delegate like a Muslim is to practice patience. As we've seen, delegation is a journey. We're often seems like use flowing down by you delegating a tusk and taking the time to teach that person to do that task. It's actually a course before you start speeding up. Because remember when you teach somebody wants to do that task the next time they'll be better. And therefore, when you delegate a similar task to outreach to them, they'll be able to deliver very high efficiency. And you'll be able to multiply your time and be more effective by genre. The second thing is to trust but verify. I cannot insist how important it is for you to keep checking in with your direct reports to make sure that beyond track in terms of the timelines you agreed upon, but at the same time making sure that you do not micromanage them. Because if you micromanage them, then you could go on the other side where it negatively impacts and the outcome that you end up getting. The fact sheet for you to delegate like a master is to prioritize your workload. Whenever you delegate efficiently, keep the high priority while for yourself, but delegate meaningful and challenging assignments to your direct reports. So don't always just delegate the tiny tasks, the ones that are TDS, the ones that are boring for you to do. Sometimes give them some great task that would also give them the opportunity for them to grow. And fortunately, delegate, effectively, choose the right tasks for you to delegate. Identify the right people to delegate and delegate in the right way as you've shown you in this course. And with this, you'll be able to delegate. A few more tips for you to delegate like a Muslim. Number five is too much the responsibility with the authority that you give your employee. Remember, whenever you're delegating your delegating the task, but not their responsibility. So depending on the freedom that you give the employee. So depending on the freedom that you give your employee and depending upon the responsibility that you put on them, then it is ultimately important that you don't expect too much from them in a situation where you're still holding a lot of responsibility and a lot of the authority or whether final outcome number six is to avoid upward delegation. To be very careful that you don't allow the puzzle that you have delegated to, for them to shift their dusk to you. If you've delegated a task out and the direct report that you've delegated to is struggling with a tusk drought, allow him to come to you and you provide them with the answer. You could show them how to do it. You could show them where they could be going wrong in just making sure that they can still be able to achieve the task. But do not say, you know, Come on, I'll do the final George, just let it go. No. I find out what delegation and with that you will delegate lack a master. But trust me, this particular t takes a lot of practice before you can be able to become a master at it. The last two tips. Number one, is to focus on the result. Make sure that you explain the desired result to the direct report and then let them handle it their own way. And then the last tip for you to delegate like a master, is to provide support. Make sure that you always check in with your employees, provide them with training and be available to them to answer any questions that they may have. So thank you for watching and see you in the next video. 10. Coaching towards effective delegation: So let's talk about coaching and how it can help you to be able to delegate better. Coaching is basically the way you always checking with your direct reports and you always hope them for them to become better. So whenever you're coaching you direct reports, it will help them to do the task that you delegate out to them a lot better. Let's look at an example. Maybe you're the head of data and analytics in the organization and you have a task for you to clean up data and for you to analyze the data. And you then notice one of your direct reports who you're identified as the right person to delegate a task to their struggling with it. What you could do is that you could say, I will block out an hour every other day so that we can discuss the task, we can discuss the progress and we can discuss any way I can support you for you to close out on this task. By doing that, you're leaving the space for you to watch this direct reports, for them to be able to deliver the task in a better way. In the next time when you delegate a similar tasks to them, there'll be a lot of fish into teams and they'll be able to deliver much high outcome with legality support from me. So how do you use coaching for you to be able to delegate better? Number one, what is explained a while. Do your direct reports whenever you're delegating a tusk out, show your direct report how to perform a task by explaining to them why you're doing it in a particular way. If, for example, when you're cleaning data, you let doing it in a step, in a step-by-step kind of way. The next plane, not only which steps you perform, but explain why you perform them in that particular sequence. Because you'll be able to show the bustle and they'll be able to understand where your thought processes. The second one is to check their understanding whenever you delegate a task out, what is check whether the person understood what and explain to them. A good example would be to ask them, what is that key insights from us working together on this task that you can carry forward on your own to become better ads for new data or analysis or whatever it is that the Task that you've delegated to them. The third one is to focus on supporting your employee. Let your data to know that you are available to them. Anytime they need support. It gets their stock, that they can come to you and ask a question and you'll be able to answer them. And lastly is to encourage self-reflection. You know, always reach out to your data to find out whether they've understood what you've done in terms of showing them and coaching them towards doing the task better. Ask them what, in hindsight, they weren't doing wrong and where they think they could have improved. This kind of self-reflection will be very effective to help your direct reports to put the landings that they've got in that process and use them in the future. Thank you for watching and see you in the next video. 11. Outro: So there you have it. Delegate whenever your copies overflowing. Delegate when you want to multiply your time, like when you feel that you are overwhelmed and delegates so that you can grow your team. However, whenever making that decision to delegate, decide what to delegate. Decide who to delegate to. Decide how to delegate. Because if you delegate the right way, you will be able to multiply your time. Thank you for watching and see you in the next course.