A Primer for Managers to practice Delegation successfully

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ObjectivesBy the end of this session you will be able to:

Appreciate the importance of delegating to others as a way to offload work and get more done in your busy life

Face your fear of delegation and learn to think positively of delegating tasks to others

Adopt an appropriate strategy to delegate the right task to the right people at the right time and in the right way

Use a systematic step-by-step approach to brief people on what you want to delegate to them

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What is Delegation?Delegation is the assignment of responsibility to another person for the purpose of carrying

out specific job-related activities. Delegation is a shift of decision-making authority from one

organizational level to another.

Benefits of DelegationManager / Supervisor Benefits

Reduced stress Improved time managementIncreased trust

Employee Benefits Professional knowledge and skill developmentElevated self-esteem and confidenceSense of achievement

Organizational BenefitsIncreased teamworkIncreased productivity and efficiency

Why Not?

…its too hard!

…it takes too much time!

…nobody can do it as good as I can

…nobody else has any time either……

Knowing When to DelegateDelegating can be especially helpful in the following situations:When the task offers valuable training to an

employeeWhen an employee has more knowledge or

experience related to the task than youWhen the task is recurring and all employees

should be prepared or trainedWhen the task is of low priority and you have

high priority tasks that require your immediate attention

To Whom Should You Delegate?

When deciding who to select for the task, you must consider:The current work load of the employeeThe employee’s strengths and weaknessesThe training and experience levels of the

employee

Activity – 6 Levels of Delegation

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Activity – Identify your style of Delegation

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Steps in DelegationI – Introduce the task

D- Demonstrate clearly what needs to be done

E - Ensure understanding

A - Allocate authority, information and resources

L - Let go

S - Support and Monitor

Introduce the Task

Determine the task to be delegated

Determine the tasks to retain

Select the delegate

Introduce the TaskDetermine the

task to be delegated

Determine the tasks to retain

Select the delegate

Those tasks you completed prior to assuming new role

Those tasks your delegates have more experience with

Routine activitiesThose things not in

your core competency

Introduce the TaskDetermine the task

to be delegatedDetermine the

tasks to retainSelect the delegate

Supervision of the subordinates

Long-term planningTasks only you can

doAssurance of

program complianceDismissal of

volunteers/members/parents, etc.

Introduce the TaskDetermine the task

to be delegatedDetermine the tasks

to retainSelect the

delegate

Look at the individual strengths/weaknesses

Determine the areas of interest

Determine the need for development of the delegate

Introduce the TaskUse What-Why

Statements:

I want you to do….. Because you……

What-Why Statements

In your groups, brainstorm 5 tasks you are currently doing that could be delegated.

Determine who would serve as your best delegate for each of the tasks.

Compose what – why statements for each of the 5 tasks brainstormed.

Demonstrate Clearly

Show examples of previous work

Explain objectivesDiscuss timelines, set

deadlines

Ensuring UnderstandingClear communicationAsk for clarificationSecure commitmentDon’t say no to themCollaboratively determine methods for

follow-up

Allocate…authority, information, resourcesGrant authority to determine process, not

desired outcomesProvide access to all information sourcesRefer delegate to contact persons or specific

resources that have assisted previouslyProvide appropriate training to ensure

success

Let go…Communicate delegate’s

authorityStep back, let them workUse constrained accessDon’t allow for reverse

delegation

Support and MonitorSchedule follow-up meetingsReview progressAssist, when requestedAvoid interferencePublicly praise progress and completionEncourage problem solving

In your group, select one task from your previous group work. Determine 5 techniques that would be effective for supporting/monitoring the progress of a delegate.

Activity – Why do Managers….?

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Delegation StressorsLoss of control?

If you train your subordinates to apply the same criteria as you would yourself, then they will be exercising your control on your behalf.

Delegation StressorsToo much time spent on explaining the tasks

The amount of time spent up front is, in fact, great. But, continued use of delegation may free you up to complete more complex tasks and/or gain you some time for yourself.

Delegation StressorsCompromising your own value

By successfully utilizing appropriate delegation, your value to the group/organization will grow at a greater rate as you will have more time to do more things…….

Delegation ObstaclesLack of support

Managers and employees must be fully supportive of the delegation efforts in order to be successful

Failure to plan Taking the time to follow the steps for delegation

can avoid any pitfalls that might otherwise be overlooked

Lack of communication Communicating the plan in a clear and precise

manner prevents errors caused by miscommunication

Delegation Obstacles (cont’d.)Fear of relinquishing control

Management may be resistant to delegating at first, but delegation can build trust and morale among managers and employees

Micromanagement Micromanagement prevents employees from

completing their assigned tasks and defeats the purpose of delegation

Signs of MicromanagementMicromanaging occurs when a manager

assigns a task to an employee, but prevents the employee from successfully completing the task on his/her own

Micromanagers usually:Resist delegatingPrevent employees from making decisionsRevoke tasks after they have been assignedAvoid letting employees work independently

How to Avoid MicromanagementClearly define the roles and responsibilities of

managers and employeesCreate a written plan and timelineInclude scheduled meetings and evaluations

rather than frequent ‘check ins’ that can be viewed as micromanaging

Allow employees and managers to openly communicate any concerns or questions they may have

Practice Makes Perfect

It gets easier the more you do itYou become more familiar with your

delegatesFlow-through task delegation

Activity – Complete Delegation Exercise

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Consequences of poor delegatingInformation and decision-making not shared by

the groupLeaders become tired outWhen leaders leave groups, no one has

experience to carry onGroup morale becomes low and people become

frustrated and feel powerlessThe skills and knowledge of the

group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.

And, finally…..

“The secret of success is not in doing your own work but in recognizing the right [person] to do it.” ~Andrew Carnegie