On a scale of “1” to “10” with “1” being hard and “10” being easy, how do you rate your ability to delegate?

Many of my clients are between “1” and “5” now and they’d like to get to “9” and “10.” They understand the value and the benefits, but for them delegation is way too risky. What if their direct reports can’t follow through? Or they follow through and make a mess? Or they get upset with their workload and quit?

So how about recalculate the risk-versus-reward equation when it comes to assigning work? Rather than worry about adding inefficiencies and additional trouble when you hand off tasks, switch your mindset. View delegation differently; think of it as “developmental delegation.” Start measuring the rewards you and your team members can reap when you develop people in the flow of work.

In my article 5 ways to develop team members while delegating work for the Forbes Coaches Council published online on June 24, I describe the value you can derive from “developmental delegation” that makes it so valuable. The 5 ways you can simultaneously delegate and develop team members when delivering work are:
1. shadowing
2. rotating responsibilities
3 co-creating
4. sharing responsibilities
5. providing stretch assignments

Do you have other ways for practicing developmental delegation? If so, please share to help us all!