Unless you know the Team Roles of others in your team, you may not find the right person to take on the job in question.
Take the task as far as you can, to the limits of your ability. This might involve cultivating manageable roles, and this offers a great learning opportunity. People who over-delegate and back off will soon earn a negative reputation, and others will be unlikely to be willing to help again in future.
- Announce why you’re handing it over.
Explain why you think the other person will do a better job. This demonstrates your understanding of, and respect for, a Team Role strength which is different to your own, and is likely to be well received. Of course, this means being honest with yourself about the reasons for delegating. If it’s just because it’s something you don’t want to do, it’s likely to cause resentment.
You can still have responsibility for an issue or project even if you’re not the one doing all the work. Again, this demonstrates that you are capitalising on the team’s strengths, not passing the buck.
- Approach the person in the right way.
Since you’re asking for help, meet people where they are, rather than where you are. If you’re approaching a Monitor Evaluator, present things logically and dispassionately, and allow them time to think things through. If you’re delegating a task to an Implementer, define it in clear terms so that they can formulate a plan.
- Allow for a different Team Role approach.
If you ask for help, let your colleague do their thing! For example, if you’re a Resource Investigator asking a Completer Finisher to proof-read a document, don’t complain if they take a long time over it and note every last detail.
- Credit where credit’s due.
Of course, it’s only fair to acknowledge your colleagues’ help when the project succeeds.