the scope of the work based on the outcomes, products, and deliverables. Break out the tasks or steps that will accomplish the work. Decide on project milestones and define realistic completion dates for each one. Then delineate the steps for each task and decide how the skill sets that are needed.

Next, identify the people for each task. Look for dependability and motivation as well as skill. The way you present a task can bolster someone’s willingness to participate, or to stretch beyond their comfort zone, and follow through. When you delegate a new job to someone, covey enthusias

Do you remember the Little Red Hen? She wanted to bake some bread. She asked some friends to help with the various tasks, such as harvesting the wheat, taking it to the gristmill, gathering the ingredients, and making the dough. All her friends refused. The Little Red Hen replied “Then I will do it myself.” On the day when the delicious smell of freshly baked bread wafted out of the Little Red Hen’s kitchen, her friends arrived, asking for some. The Little Red Hen flatly refused to share her bread, of course.

Although we can admire the Little Red Hen for her industriousness, we can also wonder why her attempts at delegation and teamwork failed. The Little Red Hen wasn’t a leader. She didn’t know how to create a team or share her vision.

For business owners and managers, delegation is an essential skill, and a leadership responsibility. The hazards of doing everything yourself can include burnout and missed deadlines. You may get stretched too thin, or find that you don’t have all the skills needed for the job. That’s when it’s time to delegate.

Delegating multiplies your effectiveness, so you can use your time and talents where they make a difference. Besides streamlining your work and saving time, delegating teaches you to communicate persuasively, supervise and train, and expand your sphere of influence. It means building and maintaining a team. In the long run, delegating may help you make even more “bread!”

How do you get people to share the work and take on extra projects? How do you get people to share your vision and goals? How do you delegate?

At this point you may be thinking, “Look, I pay people to do their jobs---so all I have to do is tell them what to do and they will do it.” People want more than a salary. They want job satisfaction. Job satisfaction is especially important in small businesses where the “staff” may be family members, volunteers, part-timers, and employees who wear multiple “hats,” and the where compensation may not be luxurious.

You can help your staff stretch their talents, and grow through teamwork, new skills, and problem solving. Delegating gives more people a stake in the outcome. Delegation is more than hiring and managing people---it is guiding, inspiring, and motivating them. Here are six steps for doing it superbly.

1. Select people for the job, and motivate them

Define the scope of the work based on the outcomes, products, and deliverables. Break out the tasks or steps that will accomplish the work. Decide on project milestones and define realistic completion dates for each one. Then delineate the steps for each task and decide how the skill sets that are needed.

Next, identify the people for each task. Look for dependability and motivation as well as skill. The way you present a task can bolster someone’s willingness to participate, or to stretch beyond their comfort zone, and follow through. When you delegate a new job to someone, covey enthusiasm

wonder why her attempts at delegation and teamwork failed. The Little Red Hen wasn’t a leader. She didn’t know how to create a team or share her vision.

For business owners and managers, delegation is an essential skill, and a leadership responsibility. The hazards of doing everything yourself can include burnout and missed deadlines. You may get stretched too thin, or find that you don’t have all the skills needed for the job. That’s when it’s time to delegate.

Delegating multiplies your effectiveness, so you can use your time and talents where they make a difference. Besides streamlining your work and saving time, delegating teaches you to communicate persuasively, supervise and train, and expand your sphere of influence. It means building and maintaining a team. In the long run, delegating may help you make even more “bread!”

How do you get people to share the work and take on extra projects? How do you get people to share your vision and goals? How do you delegate?

At this point you may be thinking, “Look, I pay people to do their jobs---so all I have to do is tell them what to do and they will do it.” People want more than a salary. They want job satisfaction. Job satisfaction is especially important in small businesses where the “staff” may be family members, volunteers, part-timers, and employees who wear multiple “hats,” and the where compensation may not be luxurious.

You can help your staff stretch their talents, and grow through teamwork, new skills, and problem solving. Delegating gives more people a stake in the outcome. Delegation is more than hiring and managing people---it is guiding, inspiring, and motivating them. Here are six steps for doing it superbly.

1. Select people for the job, and motivate them

Define the scope of the work based on the outcomes, products, and deliverables. Break out the tasks or steps that will accomplish the work. Decide on project milestones and define realistic completion dates for each one. Then delineate the steps for each task and decide how the skill sets that are needed.

Next, identify the people for each task. Look for dependability and motivation as well as skill. The way you present a task can bolster someone’s willingness to participate, or to stretch beyond their comfort zone, and follow through. When you delegate a new job to someone, covey enthusias

treamlining your work and saving time, delegating teaches you to communicate persuasively, supervise and train, and expand your sphere of influence. It means building and maintaining a team. In the long run, delegating may help you make even more “bread!”

How do you get people to share the work and take on extra projects? How do you get people to share your vision and goals? How do you delegate?

At this point you may be thinking, “Look, I pay people to do their jobs---so all I have to do is tell them what to do and they will do it.” People want more than a salary. They want job satisfaction. Job satisfaction is especially important in small businesses where the “staff” may be family members, volunteers, part-timers, and employees who wear multiple “hats,” and the where compensation may not be luxurious.

You can help your staff stretch their talents, and grow through teamwork, new skills, and problem solving. Delegating gives more people a stake in the outcome. Delegation is more than hiring and managing people---it is guiding, inspiring, and motivating them. Here are six steps for doing it superbly.

1. Select people for the job, and motivate them

Define the scope of the work based on the outcomes, products, and deliverables. Break out the tasks or steps that will accomplish the work. Decide on project milestones and define realistic completion dates for each one. Then delineate the steps for each task and decide how the skill sets that are needed.

Next, identify the people for each task. Look for dependability and motivation as well as skill. The way you present a task can bolster someone’s willingness to participate, or to stretch beyond their comfort zone, and follow through. When you delegate a new job to someone, covey enthusias

tisfaction. Job satisfaction is especially important in small businesses where the “staff” may be family members, volunteers, part-timers, and employees who wear multiple “hats,” and the where compensation may not be luxurious.

You can help your staff stretch their talents, and grow through teamwork, new skills, and problem solving. Delegating gives more people a stake in the outcome. Delegation is more than hiring and managing people---it is guiding, inspiring, and motivating them. Here are six steps for doing it superbly.

1. Select people for the job, and motivate them

Define the scope of the work based on the outcomes, products, and deliverables. Break out the tasks or steps that will accomplish the work. Decide on project milestones and define realistic completion dates for each one. Then delineate the steps for each task and decide how the skill sets that are needed.

Next, identify the people for each task. Look for dependability and motivation as well as skill. The way you present a task can bolster someone’s willingness to participate, or to stretch beyond their comfort zone, and follow through. When you delegate a new job to someone, covey enthusias

the scope of the work based on the outcomes, products, and deliverables. Break out the tasks or steps that will accomplish the work. Decide on project milestones and define realistic completion dates for each one. Then delineate the steps for each task and decide how the skill sets that are needed.

Next, identify the people for each task. Look for dependability and motivation as well as skill. The way you present a task can bolster someone’s willingness to participate, or to stretch beyond their comfort zone, and follow through. When you delegate a new job to someone, covey enthusiasm and emphasize the importance of the project in a positive manner. Describe the task to people in ways that appeal to their needs and values.

Abraham Maslow, the father of humanistic psychology, defined basic human needs (in hierarchical order) as survival, security, love and belonging, self-esteem, achievement and mastery, and self-actualization. People are motivated when an assignment matches their priority needs. For example, to appeal to the need for belonging, say “We want you on our team.” For self-esteem, say, “Your unique talents will make this project a success.” For achievement, say “I’m asking you to stretch your comfort zone and succeed at something you never thought you could do.”

Self-actualization is the highest human need. With self-actualization, people are maximizing their potential and enhancing their self-concept. Self-concepts are based on values. Your values define who you think you are, what you believe in, your attitudes, and the things you like to do. To motivate a person at the level of self-actualization, appeal to their highest values.

To know someone’s values, get to know the person. Ask people about themselves and listen. A few years ago I was an Area Governor in my local Toastmasters district. I reported to Evelyn Jane Burgay, one of the most motivating leaders I’ve known. “E.J.” was the first woman ever to win the Toastmaster’s International Speaking Championship in worldwide competition. She was an outstanding District Governor. She and her seeing-eye dog, Duchess, were welcome everywhere they went. Although E.J. was blind, she had a remarkable way of seeing how people were “on the inside.” She once told me “You have to know what makes people tick.” She somehow figured out that I liked learning new things. When she called me to work on a special project she did not say “Judy, I have a job for you.” Instead she said “Judy, I have a learning opportunity for you.” She usually got people to say “Yes.”

2. Match the person to the task

You compliment people when you ask them to take on a task that matches or expands their skills. People enjoy showing off what they know. Again, to make the match, get to know people. Find out about their experience, education, hobbies, and training. If you are organizing a team or committee, make sure the members have a good mix of talents and strengths. Some peop