Delegation Skills
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Transcript of Delegation Skills
A Primer for Managers to practice Delegation successfully
1
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
10
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
33
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