HOW TO SECURE A BRIEF AGREEMENT IN PRINCIPLE
Agreeing a brief in principle with your proposed delegate involve contributions from both sides. You must motivate the delegate and confirm their suitability, while the delegate has to understand the brief and consider whether they can take on the task.
Using The Right Approach
It is frustrating to present a final brief to a delegate only to have them raise doubts about the task. Always obtain an agreement in principle before finalizing, as the delegate’s collaboration is essential if the brief is to be fully workable.
Your choice of time, place, and method for negotiating with a chosen delegate can make the difference between a positive and negative response. Location is determined by the level of the appointment.
For high level delegation, you may take the individual to launch; for routine tasks, the office will suffice. Whatever venue you choose, approach all potential delegates with their needs in mind, encouraging questions and giving full information.
If your chosen candidate is reluctant to undertake an assignment, try to discover and understand what their actual reservations are. A common objection, and a major cause of demotivation, is a perceived ;lack of autonomy. Do not fudge this issue , or any other areas that have given rise to objections.
Give honest reassurances, and ensure that your body language reinforces your words to show confidence in the assignment and the potential delegate. By presenting the task as an opportunity to develop skills and experience further, you place the delegate in the role of a partner rather than a subordinate. If you cannot overcome the candidate’s reluctance by persuasion, do not try to force acceptance. Cut your losses and look for someone else.
Most people react anxiously when offered new responsibility, and many doubt their ability to perform well. To boost your chance of securing a positive response from a chosen candidate, always discuss the support, both formal and informal, that they will be able to call on during the period of delegation.
Reasonable doubts can be partially dispelled by carefully considering and naming the people to whom the delegate can turn. Suggest close colleagues or staff from other departments who could provide valuable help, and discuss any training that may be appropriate. Make clear what level of support you as a manager are prepared to give to ensure the delegate’s success.
- Approach the delegate first before finalizing the brief.
- Do not hesitate when delegating – be positive.
- Consider positive and negative comments when finalizing the brief.