The more you can successfully delegate, the more you will improve productivity. Because the way to rise above your role is to prove that you can take on new responsibilities. But there are some items that you MUST NOT Delegate:

PS: This article includes material from Delegation Essentials. If you’re a boss who wants to get more from your delegation skills then sign up for Delegation Essentials.

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What Not to Delegate

#1 Personal Requests

Your boss or other superior sometimes give you direct requests because of your specific expertise or because they require a high level of service.

This doesn't leave much room for learning experience and the superior may be expecting a high, personal level of service.

Exceptions: Routine work, that is simply a matter for you to pass on to the best employee for the job.

#2 Crisis Situations

Crises should have your close personal involvement to be managed fast and effectively to prevent them from escalating out of control.

Exceptions: You have someone on your team who is better placed to deal with the crises than you are (for example a crisis manager)

#3 Disciplinary Actions

Disciplining is a primary function of any managerial position, especially when it comes to taking actions such as demoting, suspension or termination. By offloading the unpleasant task of discipline to another, you also run the risk of losing the respect of your team, as it may appear that you are trying to avoid the situation.

#4 Giving Performance Communication

Performance Communication is a primary function of being a manager. You are responsible for the performance of your team. This is why you must deliver feedback personally.

Providing feedback directly and in person, eliminates the possibility that your true meaning is lost when your message is filtered through a third party.

Being a manager means you must do the duties of a manager. If you don't take personal responsibility for giving feedback you will lose the respect of the team. Giving feedback is a subtle way of establishing your authority as a manager. Giving feedback is how you show your employees that they and what they do is important to you.

#5 One-on-One Meetings

Remember, the purpose of one-on-ones is to build functioning relationships with each of your direct reports. And to get to know each other better. That’s something that only you can do personally!

One on One meetings are where you take care of most of your management duties in one go and so this is why you need to attend personally

Exceptions: When you are away for an extended time period and have a stand in manager (although they will not do everything that you do in one on one meetings such as they will not talk about long term career prospects.

Helpful Resource: Plan and keep track of your delegations with a One on One Meeting Template. Get this and more in the free, online course: 3 Steps 2 Easy 1 on 1s

Next Steps - Delegation Essentials

Find out what not to delegate by improving your manager skills with delegation training. Delegation Essentials is a free, online management training course.

PS: Complete the course and you can get a certificate for your resume.

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