Delegation (2)

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Delegation (2)

  1. 1. Words of Wisdom Remember that there is no such thing as a single-handed success: When you include and acknowledge all those in your corner, you propel yourself, your teammates and your supporters to greater heights. - Author Unknown• No man will make a great leader who wants to do it all himself, or to get all the credit for doing it.” --Andrew Carnagie
  2. 2. Delegation Defined• the assignment of authority and responsibility to another person to carry out specific activities• conferring some of your functions or powers on another so they can act on your behalf• giving someone else the freedom to make decisions about how to go about reaching goals set by you De legatio n The person who delegated the work remains accountable for the outcome of the delegated work
  3. 3. W h y P e o p le D o n ’ t D e le g a t e ?• it involves giving some control away• people believe that no one else can do it as well as they can do it• it takes a lot of up-front effort It m e a n s le t t in g g o
  4. 4. Two Key Reasons for Delegation By doing the work yourself, you’re failing to make best use of your time. By meaningfully involving other people in a project you develop: • the delegatee’s skills and abilities • your skills and abilities The question is, “Would it be a good use of your time?”
  5. 5. The Importance of Delegationour success will be judged by the resultsyou achieve through delegation.ffective delegation does not just add toyour achievements…it multiplies them.ometimes, the absence of effectivedelegation will slow down your progressfaster than anything else.f you want to control your time, U s in g t h e P o w e r o f O t h e rdelegation is essential.
  6. 6. W h e n t o D e le g a t e ? Essentially is this a task that someone else can do, or is it critical that you do it yourself? Does the task provide an opportunity to grow and develop another person’s skills? Is this a task that will recur, in a similar form, in the future?
  7. 7. W h e n t o D e le g a t e ? Do you have enough time to delegate the job effectively? Time must be available for: • adequate training • questions and answers • opportunities to check progress • rework if necessary Is this a task that I should delegate? Tasks critical for long-term success genuinely do need your attention.
  8. 8. T o W h o m S h o u ld Yo u D e le g a t e ? The experience, knowledge & skills of the individual as they apply to the delegated task • What knowledge, skills and attitude does the person already have? • Do you have time and resources to provide any training needed? The individual’s preferred work style • How independent is the person? • What does he/she want from his or her job? • What are his or her long-term goals and interest, and how do these align with the work proposed?
  9. 9. T o W h o m S h o u ld Yo u D e le g a t e ? The current workload of this person • Does the person have time to take on more work? • Will you delegating this task require reshuffling of other responsibilities and workloads?
  10. 10. Wisdom : Be Patient When you first start to delegate to someone, the person may take longer than you do to complete tasks. You are an expert in the field and the person you have delegated to is still learning. Be Patient:• If you have chosen the right person to delegate to, and you are delegating correctly, you will find that he or she quickly becomes competent and reliable.
  11. 11. 15. Masterful Tips for Effective Delegation1. Select the right person for the right job2. Provide enough information3. Delegate the entire job to one person and give them full authority4. Focus on results, not on process5. Delegate through dialogue6. Establish deadlines and build in accountability7. Establish check-in dates
  12. 12. 15. Mind Blowing Tips for Effective Delegation8. Give positive and corrective feedback9. Provide the necessary resources10. Offer guidelines and advise without interfering11. Establish the parameters12. Keep the monkey on their back13. Provide backup and support when necessary14. Give full credit
  13. 13. 1. S e le c t t h e R ig h t P e rs o n fo r th e J o bYou select the delegatee for one of tworeasons:• This individual is best qualified and can deliver the best results• This individual will most benefit from the learning experience of taking on this job.  This project will contribute to their experience and development, which the company will draw on at a later time.
  14. 14. 2. Provide Enough Information• Provide the “big picture” so the delegatee can see how the work fits into the overall operation.• Don’t hoard information or keep them in the dark.• Determine what success looks like so the person has a clear picture of what you want to accomplish.• Point out the win-win. What’s in it for me & them.
  15. 15. 2. Provide Enough Information Make comments like: “Having you take this responsibility will allow me more time to focus on XYZ You’ll have the opportunity to learn more about what’s going on outside of our department, which will better position you for that promotion you are working towards.”
  16. 16. 3. Delegate the Entire Job to One Person and Give them Full Authority.• Individual’s interest in the project will be elevated• A deeper sense of accomplishment and satisfaction when the task is completed.Remember:• The ultimate responsibility lies with you, when you delegate something to someone.• Make sure that others know that you’ve given the responsibility and authority to that individual, and that they area accountable for producing the results.
  17. 17. 4. F o c u s o n R e s u lt s , N ot on P roc e s s Delegate responsibility, not work. • do not confuse delegating responsibility with offloading work onto someone else • allow the delegatee the freedom to exercise some personal initiative • focus on what you want, not how to do it. Let them develop the methodology for how to achieve the goal..
  18. 18. 4. F o c u s o n R e s u lt s , N ot on P roc e s sThere are exceptions to this:  If you work in an industry that requires tight control over certain processes & procedures which must be followed, then the how becomes important.  An example would be how to draw blood at a blood bank. Not following sanitation procedures could create disastrous results.
  19. 19. 5. D e le g a t e t h r o u g h D ia lo g u e .• Don’t do all the talking Minimize interruptions• don’t delegate in and allow plenty of the hall. Time for dialogue• Delegate in an environment that is conducive to fully explaining the project.
  20. 20. 5. D e le g a t e t h r o u g h D ia lo g u e . Instead of asking:• Involve the •“Do you understand?”, delegatee in the discussion and Ask: encourage them for suggestions “Any ideas as to how and comments. you’ll proceed?”  You’ll get a better sense of whether or not your request was clear.
  21. 21. 6. Motivate the Person youre Delegating• If youre handing off important work, you want your subordinate to be fired up to get results.• If the employee is there to learn, present the task as a development opportunity.• If visibility is important to the employee, present it that way. Motivation
  22. 22. 7. E s t a b lis h D e a d lin e s a n d B u ild in A c c o u n t a b ilit y Don’t leave due dates uncertain or open ended. Don’t say, • Can you get this to me as soon as possible? • Please do this whenever you can get around to it. Be specific about when you want it done by. • I trust you to take full responsibility for getting this done. If you foresee any problems or need help, you know how to reach me. Do you see any problem in getting this done by May 31?”
  23. 23. 8. E s t a b lis h C h e c k - in -D a t e sBe aware of the status of the project, butdon’t hover. • Without checking on progress, you have not delegated – you’ve abandoned!Keep a Delegation Log to help you trackeach task you delegate. • Ask the delegatee to report progress on specific check-in dates you’ve negotiated.
  24. 24. 9. G iv e P o s it iv e & C o r r e c t iv e F e e d b a c k .• Do not focus on what is wrong, but rather on what can be done to make it better.• Give constructive criticism, not destructive criticism  “It looks like theres a problem here. What do you need to do to get back on track?”
  25. 25. 10 . P r o v id e t h e N e c e s s a ry R e s ourc e s . Point delegatee in the right direction if the work involves other people or resources needed to get the job done.  “See Ali in Accounting.  See Jamal in Purchasing. He can provide you with the necessary information you’ll need.”
  26. 26. 11. Offer Guidance & Advice without Interfering. Point out the roadblocks they may encounter.  “Rashid in Purchasing never checks his e-mail, so it’s best to call him for anything you need back in a hurry.  You may need to light a fire under Hamid in Marketing to keep this project moving forward.”
  27. 27. 12 . E s t a b l i s h t h e P a ra me te rs• Establish the parameters, conditions and terms before you delegate.• Don’t impose controls after you’ve delegated.• State those up front.
  28. 28. 13 . K e e p t h e M o n k e y o n t h e ir B a c kDon’t let them delegate back to you.• If someone brings a problem to you, you can listen without assuming responsibility for solving the problem.• The delegate may stop you in the hall and ask, “What do you think?”• Turn the question around and say, “What do YOU think?”
  29. 29. 13 . K e e p t h e M o n k e y o n t h e ir B a c kThe delegate may ask if it is possible to delaythe deadline for another week.• Turn the question around and say, “Is it? Will that help us reach our goals?” Or you can ask questions like: - What recommendations do you have for how to handle this situation? - What are some feasible alternatives? Which move do you suggest we go with? In other words, don’t rescue! In your dialogue, keep the focus on the delegatee and don’t let them put the monkey back on you.
  30. 30. 14 . P r o v i d e B a c k - U p & S upport w he n N e c e s s a r y.There’s a difference betweenrescuing and supporting.• If something is not going well, provide support from behind the scenes, such as placing a discreet phone call to someone involved who is not cooperating with the delegatee.• Let them know they don’t have to fight their battles alone.
  31. 31. 15 . G iv e F u ll C r e d it Give full credit and recognition to the person who gets the job done. Don’t take the credit yourself.• If the delegatee is unsuccessful, take the brunt of the blame yourself rather than using them as a scapegoat.• If the delegatee has not developed their skills fully enough to accomplish the task, you as the manager can assume the responsibility for that. Learn from the experience so you can more effectively delegate the next time

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