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Delegation Skills

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Training material for Delegation Skills

Training material for Delegation Skills

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  • Delegation
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    • 1. A Primer for Managers to practice Delegation successfully 1
    • 2. Objectives By 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 2
    • 3. 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.
    • 4. Benefits of Delegation Manager / Supervisor Benefits Reduced stress Improved time management Increased trust Employee Benefits Professional knowledge and skill development Elevated self-esteem and confidence Sense of achievement Organizational Benefits Increased teamwork Increased productivity and efficiency
    • 5. 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……
    • 6. Knowing When to Delegate Delegating can be especially helpful in the following situations: When the task offers valuable training to an employee When an employee has more knowledge or experience related to the task than you When the task is recurring and all employees should be prepared or trained When the task is of low priority and you have high priority tasks that require your immediate attention
    • 7. To Whom Should You Delegate? When deciding who to select for the task, you must consider: The current work load of the employee The employee’s strengths and weaknesses The training and experience levels of the employee
    • 8. Activity – 6 Levels of Delegation 9
    • 9. Activity – Identify your style of Delegation 10
    • 10. Steps in Delegation I – 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
    • 11. Introduce the Task Determine the task to be delegated Determine the tasks to retain Select the delegate
    • 12. Introduce the Task Determine 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 activities Those things not in your core competency
    • 13. Introduce the Task Determine the task to be delegated Determine the tasks to retain Select the delegate Supervision of the subordinates Long-term planning Tasks only you can do Assurance of program compliance Dismissal of volunteers/members/par ents, etc.
    • 14. Introduce the Task Determine the task to be delegated Determine the tasks to retain Select the delegate Look at the individual strengths/weaknesses Determine the areas of interest Determine the need for development of the delegate
    • 15. Introduce the Task Use What-Why Statements: I want you to do….. Because you……
    • 16. 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.
    • 17. Demonstrate Clearly Show examples of previous work Explain objectives Discuss timelines, set deadlines
    • 18. Ensuring Understanding Clear communication Ask for clarification Secure commitment Don’t say no to them Collaboratively determine methods for follow-up
    • 19. 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
    • 20. Let go… Communicate delegate’s authority Step back, let them work Use constrained access Don’t allow for reverse delegation
    • 21. Support and Monitor Schedule follow-up meetings Review progress Assist, when requested Avoid interference Publicly praise progress and completion Encourage problem solving
    • 22. 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.
    • 23. Activity – Why do Managers….? 24
    • 24. Delegation Stressors Loss 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.
    • 25. Delegation Stressors Too 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.
    • 26. Delegation Stressors Compromising 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…….
    • 27. Delegation Obstacles Lack 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
    • 28. 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
    • 29. Signs of Micromanagement Micromanaging 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 delegating Prevent employees from making decisions Revoke tasks after they have been assigned Avoid letting employees work independently
    • 30. How to Avoid Micromanagement Clearly define the roles and responsibilities of managers and employees Create a written plan and timeline Include 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
    • 31. Practice Makes Perfect It gets easier the more you do it You become more familiar with your delegates Flow-through task delegation
    • 32. Activity – Complete Delegation Exercise 33
    • 33. 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.
    • 34. And, finally….. “The secret of success is not in doing your own work but in recognizing the right [person] to do it.” ~Andrew Carnegie

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