Art of delegation


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Art of delegation

  1. 1. The Art of Delegation Or….How to get others to do your work, so you can get on to what you’re really suppose to be doing…. Sakshi Sehgal… ALCAN India Pvt. Ltd
  2. 2. Delegation:“The act of delegating, or investing with authority to act for another” (….“the distribution of responsibility and authority to others while holding them accountable for their performance.” (
  3. 3. Why Delegate? To use skills and  To prevent the group resources already from getting too within the group dependent on one or two leaders To keep from burning  To become more out a few leaders powerful as a group To develop new  To allow everyone to leaders and build new feel a part of the effort skills within the group and the success To get things done  Group members feel more committed if they have a role and feel needed
  4. 4. 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……
  5. 5. Top 10 Barriers to Delegation SMALL GROUP ACTIVITYRead through the 10 barriers todelegation. For each barrier, rewordthe statement to reflect a rationale fordelegation rather than a barrier.
  6. 6. Steps in DelegationI –Introduce the taskD-Demonstrate clearly what needs to be doneE-Ensure understandingA-Allocate authority, information and resourcesL-Let goS-Support and monitor
  7. 7. Introduce the Task Determine task to be delegated Determine tasks to retain Select delegate
  8. 8. Introduce the Task Determine task to be  Those tasks you delegated completed prior to Determine tasks to assuming new role retain  Those tasks your Select delegate delegates have more experience with  Routine activities  Those things not in your core competency
  9. 9. Introduce the Task Determine task to be  Supervision of delegated subordinates Determine tasks to  Long-term planning retain  Tasks only you can do Select delegate  Assurance of program compliance  Dismissal of volunteers/members/p arents, etc.
  10. 10. Introduce the Task Determine task to be  Look at individual delegated strengths/weaknesses Determine tasks to  Determine interest retain areas Select delegate  Determine need for development of delegate
  11. 11. Introduce the Task Use What-Why Statements: I want you to do….. Because you……
  12. 12. What-Why Statements SMALL GROUP ACTIVITY In your groups, brainstorm 5 tasksyou are currently doing that could be delegated.Determine who would serve as yourbest delegate for each of the tasks.Compose what – why statements for each of the 5 tasks brainstormed.
  13. 13. Demonstrate Clearly Show examples of previous work Explain objectives Discuss timetable, set deadlines
  14. 14. Ensuring Understanding  Clear communication  Ask for clarification  Secure commitment  Don’t say no for them  Collaboratively determine methods for follow-up
  15. 15. Allocate…authority, information, resources Grant authority to determine process, not desired outcomes Provide access to all information sources Refer delegate to contact persons or specific resources that have assisted previously Provide appropriate training to ensure success
  16. 16. Let go… Communicate delegate’s authority Step back, let them work Use constrained access Don’t allow for reverse delegation
  17. 17. Support and Monitor Schedule follow-up meetings Review progress Assist, when requested Avoid interference Publicly praise progress and completion Encourage problem solving
  18. 18. Support and MonitorIn your group, select one task from yourprevious group work. Determine 5techniques that would be effective forsupporting/monitoring the progress of adelegate.
  19. 19. 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.
  20. 20. Delegation StressorsToo much time spent on explaining tasksThe 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.
  21. 21. Delegation StressorsCompromising your own valueBy 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…….
  22. 22. Practice Makes PerfectIt gets easier the more you do itYou become more familiar with your delegatesFlow-through task delegation
  23. 23. Consequences of poor delegating Information and decision-making not shared by the group Leaders become tired out When leaders leave groups, no one has experience to carry on Group morale becomes low and people become frustrated and feel powerless The 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.
  24. 24. And, finally…..“The secret of success is not in doing your own work but in recognizing the right [person] to do it.” ~Andrew Carnegie Sakshi Sehgal……