7. Attitude Knowledge Practice Skill Need To Want To Can Do Will Do Understand Techniques and Processes Practice Strong Coaching Achieve New Levels Of Performance
8. About Delegation… 1 What does it do for the delegator? 2 What does it do for the delegate? Why don’t managers delegate more often? 4 3 What does it do for the organization?
9. The 6 D’s of Productivity Best Average Worst Doing Dumping Dropping Distributing Delegating Deputizing
10. Delegation for Developing People 1 2 3 4 5 6 7 8 Follow Up Implement the Plan Review the Plan Create a Plan of Action Hold a Delegation Meeting Plan the Delegation Select the Person Identify the Need
11. Principles of Effective Delegation Receiver Sees it as a Forward Step Help is Available Know Expected Results Know Skills and Abilities of People Performance Standards are Known Sufficient Authority is Given Rules are Clear Process is Equitable Effective Delegation
12. Accountability Follow Up Process The Process Delegator Owners of the process Delegate Users of the process
13. Holding People Accountable Buy it back Delegation is negated Put it in limbo No decisions are made Establish accountability Accountability is assigned to another person
14. Accountability Low Authority Low Accountabiliy No Control Systems Abdication Negative Control Systems Chaos Micro-Management Compliance Motivation Empowerment Commitment
15. The Empowerment Cycle Self-Confidence Self-Direction Self-Evaluation Self-Correction
16. Empowerment Subtle Deviations (Coaching Opportunities) “ Desired Outcome” Performance Standards Control Limits Control Limits
17. Empowerment and R.A.V.E. “ Desired Outcome” Performance Standards Obvious Deviations (Mistakes) Control Limits Control Limits Subtle Deviations (Coaching Opportunities)