Risk Management in Team Delegation
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Risk management is certainly a buzzword in today's SOX world. Within the scope of delegating tasks to team members, it is critical to understand the potential risk. An easy way to do this is to create a risk list.
What is a risk list? It is a list, in order of importance, of the areas of significant risk for a given objective or project. It is important to understand the consequences (to the project, team, or organization) if the tasks do not get done. There are several types of risk including: staff-related or technical, such as a late delivery of critical components. Look at the big picture for your project when you are assessing the risks.
When determining risks, anything that might affect successful delivery of the project is a risk. At the first sign of trouble, you must be ready to assist the team in risk reduction.
Risk management includes monitoring the overall health of the project, but keep autonomy in place for the delegated tasks and their owners. This can be a tricky, but it is easier once you understand the steps to follow when risk arises.
When I first started delegating project roles, I did it out of necessity, not any great management style. I was working way too much, and with a global team, things were getting stuck in a holding pattern until I was able to deal with them. I needed global people on the team to keep things moving. To do this well, I needed to understand the potential risks when delegated tasks went off course. Any task runs the risk of getting off schedule.
The importance of risk management for delegated tasks is to have a clear process communicated before the problem arises. That way, you are not tempted to step back in and take control at the first sign of trouble.
Now, once you know these problems and you've created these steps, you need to create a process to correct them.
These steps include: 1. Fully understand the problem. 2. Ensure that the person you've delegated to has the confidence to resume the task. 3. Provide support and suggestions, but keep the delegated role within the individual's ownership. 4. Help them develop a procedure to prevent any recurrence of the problem.
Ownership You Keep We started with the delegated tasks, but not everything can be delegated. There are certain things that you just cannot delegate as a manager. The most critical, of course, is your leadership. Any monetary or reward systems must remain in your authority as well. Focus your time and management effort on exceptions only. Don't micromanage the day-to-day. However, if problems occur, or if they get off-track, be ready to help them get back on track with the necessary support.
Naturally, no matter how much you delegate, you need to retain final authority overall. We talked a lot about providing autonomy and authorization to the individual. The bottom line is that this is your team amd your project so you have that ultimate responsibility.
You should also retain ownership and not delegate strategic planning. You need to make sure that the entire team is involved and understands your path and your direction. But that ownership is really left up to you as the manager. Take the time to manage the risks and your delegation will go smoothly.
Article Source: Articlelogy.com
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