OHT DG.OHT DG.11

OBJECTIVESOBJECTIVESThe participants will:The participants will:• Define delegation.Define delegation.• Identify the benefits derived from effective Identify the benefits derived from effective

delegation.delegation.• Identify the barriers which prevent effective Identify the barriers which prevent effective

delegation.delegation.• Identify the nine principles of effective Identify the nine principles of effective

delegation.delegation.• Identify the consequences of reverse delegation.Identify the consequences of reverse delegation.

OHT DG.OHT DG.22

OVERVIEWOVERVIEW

• What is Delegation?What is Delegation?

• Benefits of DelegationBenefits of Delegation

• Barriers to DelegationBarriers to Delegation

• Principles of DelegationPrinciples of Delegation

• Reverse DelegationReverse Delegation

OHT DG.OHT DG.33

DELEGATIONDELEGATION

The sharing of authority, The sharing of authority, responsibility, and accountability responsibility, and accountability between two or more peoplebetween two or more people

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AUTHORITY IS THE RIGHT AUTHORITY IS THE RIGHT TO MAKE DECISIONS AND TO MAKE DECISIONS AND

TAKE ACTIONTAKE ACTION

OHT DG.OHT DG.55

RESPONSIBILITY IS RESPONSIBILITY IS HAVING AN OBLIGATION HAVING AN OBLIGATION

TO MAKE DECISIONS AND TO MAKE DECISIONS AND TAKE ACTIONTAKE ACTION

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ACCOUNTABILITY IS ACCOUNTABILITY IS HAVING TO ANSWER FOR HAVING TO ANSWER FOR

RESULTSRESULTS

OHT DG.OHT DG.77

DELEGATION TAKES DELEGATION TAKES PLACE WHENEVER PLACE WHENEVER

SOMEONE ASSUMES SOMEONE ASSUMES RESPONSIBILITY FOR RESPONSIBILITY FOR

TASK(S) ASSIGNED TO AN TASK(S) ASSIGNED TO AN INDIVIDUAL AT A HIGHER INDIVIDUAL AT A HIGHER

LEVELLEVEL

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LEADERSHIPLEADERSHIP

The process of influencing others The process of influencing others toward the achievement of toward the achievement of organizational goalsorganizational goals

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MAXIMIZING MAXIMIZING SUBORDINATE POTENTIAL SUBORDINATE POTENTIAL

THROUGH DELEGATIONTHROUGH DELEGATION

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BENEFITS FOR THE BENEFITS FOR THE SUPERVISORSUPERVISOR

• More tasks accomplished in less timeMore tasks accomplished in less time

• Ability to concentrate on more critical Ability to concentrate on more critical taskstasks

• Increased unit moraleIncreased unit morale

• Increased unit productivityIncreased unit productivity

• More effective leadershipMore effective leadership

• Better time managementBetter time management

OHT DG.OHT DG.1111

BENEFITS FOR THE BENEFITS FOR THE SUBORDINATESUBORDINATE

• Increased knowledgeIncreased knowledge

• Leadership developmentLeadership development

• Increased motivationIncreased motivation

• Better understanding of Better understanding of organizational goalsorganizational goals

• Self-esteemSelf-esteem

OHT DG.OHT DG.1212

BENEFITS FOR THE BENEFITS FOR THE ORGANIZATIONORGANIZATION

• Better time managementBetter time management

• More effective use of human More effective use of human resourcesresources

• Development of future leadersDevelopment of future leaders

• Increased organizational Increased organizational effectivenesseffectiveness

OHT DG.OHT DG.1313

BARRIERS TO BARRIERS TO DELEGATIONDELEGATION

• Believing it's wrong to delegateBelieving it's wrong to delegate

• Fear of being "shown up"Fear of being "shown up"

• Believing you can do it better and Believing you can do it better and fasterfaster

• Lack of confidence in subordinatesLack of confidence in subordinates

OHT DG.OHT DG.1414

BARRIERS (cont'd)BARRIERS (cont'd)

• Not willing to let go of favorite tasksNot willing to let go of favorite tasks

• Fear of losing controlFear of losing control

• Fear that subordinate failure will Fear that subordinate failure will make you look badmake you look bad

• Lack of self-confidenceLack of self-confidence

OHT DG.OHT DG.1515

LEADERS ARE LEADERS ARE RESPONSIBLE FOR:RESPONSIBLE FOR:

• Getting the job doneGetting the job done

• Not doing it all themselvesNot doing it all themselves

OHT DG.OHT DG.1616

EFFECTIVE LEADERS ARE EFFECTIVE LEADERS ARE COMMITTED TO COMMITTED TO

MAXIMIZING THE MAXIMIZING THE POTENTIAL OF EACH POTENTIAL OF EACH

SUBORDINATESUBORDINATE

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EFFECTIVE LEADERS EFFECTIVE LEADERS UNDERSTAND THE UNDERSTAND THE

PROCESS OF DELEGATINGPROCESS OF DELEGATING

OHT DG.OHT DG.1818

PRINCIPLES OF PRINCIPLES OF DELEGATIONDELEGATION

• Delegate the right taskDelegate the right task

• Delegate to the right personDelegate to the right person

• Define responsibilityDefine responsibility

• Delegate authorityDelegate authority

OHT DG.OHT DG.1919

PRINCIPLES OF PRINCIPLES OF DELEGATION (cont'd)DELEGATION (cont'd)

• Get agreementGet agreement

• Demand accountabilityDemand accountability

• Establish feedback mechanismsEstablish feedback mechanisms

• Provide for emergenciesProvide for emergencies

• Reward accomplishmentsReward accomplishments

OHT DG.OHT DG.2020

DO NOT DELEGATEDO NOT DELEGATE

• Supervisor-to-subordinate Supervisor-to-subordinate responsibilitiesresponsibilities

• Confidential dutiesConfidential duties

• High-risk tasksHigh-risk tasks

• The vital fewThe vital few

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CONSIDER DELEGATINGCONSIDER DELEGATING

• Any routine taskAny routine task

• A task you've been putting offA task you've been putting off

• A task you've been wrestling withA task you've been wrestling with

• An unexpected requirementAn unexpected requirement

• A "headache"A "headache"

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SELECT THE RIGHT TASKSSELECT THE RIGHT TASKS

• List all tasksList all tasks

• Evaluate each task for potential Evaluate each task for potential delegationdelegation

• Select one or twoSelect one or two

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THE RIGHT PERSONTHE RIGHT PERSON

• CompetenceCompetence

• ReadinessReadiness

• Self-confidenceSelf-confidence

• CredibilityCredibility

OHT DG.OHT DG.2424

DEFINE RESPONSIBILITYDEFINE RESPONSIBILITY

• What?What?

• How much?How much?

• How well?How well?

• By when?By when?

• With whom?With whom?

OHT DG.OHT DG.2525

SHARING KNOWLEDGESHARING KNOWLEDGE

Why Do We NeedWhy Do We NeedTo Do This?To Do This?

OHT DG.OHT DG.2626

PROVISION FOR TRAINING PROVISION FOR TRAINING AS APPROPRIATEAS APPROPRIATE

OHT DG.OHT DG.2727

DELEGATE AUTHORITYDELEGATE AUTHORITY

• The right to make decisions and The right to make decisions and take actiontake action

• Specify limitsSpecify limits

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DEGREES OF AUTHORITYDEGREES OF AUTHORITY

• Take action only after clearing with Take action only after clearing with supervisorsupervisor

• Take action and report results to Take action and report results to supervisorsupervisor

• Take actionTake action

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GET AGREEMENTGET AGREEMENT

• Opportunity to accept or refuseOpportunity to accept or refuse

• Acceptance = Commitment = EffortAcceptance = Commitment = Effort

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ACCEPTANCEACCEPTANCE

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ACCOUNTABILITYACCOUNTABILITY

Having to answer for resultsHaving to answer for results

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FEEDBACK MECHANISMSFEEDBACK MECHANISMS

• Periodic progress reportsPeriodic progress reports

• Determine frequency based on:Determine frequency based on:

– ComplexityComplexity

– ImportanceImportance

– Subordinate competenceSubordinate competence

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SUPERVISORY RETREATSUPERVISORY RETREAT

OHT DG.OHT DG.3434

LEAVING SUBORDINATES LEAVING SUBORDINATES ALONEALONE

OHT DG.OHT DG.3535

TOLERATING TOLERATING DIFFERENCESDIFFERENCES

O.K You do it yourway. It's your decision.

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SHOWING INTEREST SHOWING INTEREST WITHOUT NOSINESSWITHOUT NOSINESS

How's itHow's it going?going?

????

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REWARDING A JOB WELL REWARDING A JOB WELL DONEDONE

GOODGOOD

WORK!!WORK!!

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REVERSE DELEGATIONREVERSE DELEGATION

When a supervisor accepts When a supervisor accepts responsibility for a subordinate's responsibility for a subordinate's workwork

OHT DG.OHT DG.3939

CONSEQUENCES OF CONSEQUENCES OF REVERSE DELEGATIONREVERSE DELEGATION

• Takes time away from required Takes time away from required taskstasks

• Rewards subordinate for Rewards subordinate for unacceptable performanceunacceptable performance

• Reduces leader's credibilityReduces leader's credibility

• Prevents subordinate growth and Prevents subordinate growth and developmentdevelopment

OHT DG.OHT DG.4040

HOW TO AVOID REVERSE HOW TO AVOID REVERSE DELEGATIONDELEGATION

• Provide feedback and/or training Provide feedback and/or training but give it back!but give it back!

• Don't do their job!Don't do their job!

OHT DG.OHT DG.4141

PRINCIPLES OF PRINCIPLES OF DELEGATIONDELEGATION

• Delegate the right taskDelegate the right task

• Delegate to the right personDelegate to the right person

• Define responsibilityDefine responsibility

• Delegate authorityDelegate authority

OHT DG.OHT DG.4242

PRINCIPLES OF PRINCIPLES OF DELEGATION (cont'd)DELEGATION (cont'd)

• Get agreementGet agreement

• Demand accountabilityDemand accountability

• Establish feedback mechanismsEstablish feedback mechanisms

• Provide for emergenciesProvide for emergencies

• Reward accomplishmentsReward accomplishments

OHT DG.OHT DG.4343

DELEGATE FOR SUCCESSDELEGATE FOR SUCCESS

• Know yourselfKnow yourself

• Know your subordinatesKnow your subordinates

• Follow the rules Follow the rules

• Take your timeTake your time

• Believe you can!Believe you can!

OHT DG.OHT DG.4444

"When the best leader's work is "When the best leader's work is done, the people say: 'We did it done, the people say: 'We did it ourselves'!"ourselves'!"

Lao-TsuLao-Tsu