Mel Feller provides tips for improving delegation skills. Effective delegation gives managers more time to work on important projects and helps develop skills in others. Tips include delegating whole jobs rather than tasks, clearly defining expectations and limits, assessing which tasks can be delegated, trusting others' potential, and providing feedback. Feller has experience as an executive, entrepreneur, public speaker, and life coach.

1. Mel FellerLooks at Delegatingas an Art
DerivedfromLatin,delegatemeans, "tosendfrom."Whendelegatingyouare sendingthe work"from"
you"to" someone else.Effective delegationSkillswill notonlygive youmore time toworkonyour
importantopportunities,butyouwill alsohelpothersonyourteamlearnnew skills.Here are some tips
that will helpyouimprove yourdelegationskills - delegationof work.
Delegationhelpspeople growunderneathyouinanorganizationandthuspushesyouevenhigherin
management.Itprovidesyouwithmore time,andyouwill be able totake onhigherpriorityprojects.
Delegate wholepiecesorentire jobpiecesratherthan
simplytasksandactivities.
Clearlydefinewhatoutcome isneeded,thenlet
individualsuse some creative thinkingof theirownas
to how to get to thatoutcome.
Clearlydefinelimitsof authoritythatgowiththe delegatedjob.Canthe personhire otherpeople to
workwiththem?Are there spendingconstraints?
Clearstandardsof performance will helpthe personknow whenhe orshe isdoingexactlywhatis
expected.
Whenon the receivingendof delegation,worktomake yourboss' jobeasierandto getthe boss
promoted.Thiswill enhanceyourpromotabilityalso.
Assessroutine activitiesinwhichyouare involved.Cananyof thembe eliminatedordelegated?
Neverunderestimateaperson'spotential.Delegate slightlymore thanyouthinkthe personiscapable of
handling.Expectthemtosucceed,andyouwill be pleasantlysurprisedmore frequentlythannot.

2. Expectcompletedstaff workfromthe individualsreportingtoyou.That is,theywill come toyougiving
youalternativesandsuggestionswhenaproblemexistsratherthanjustsaying"Boss,whatshouldwe
do?"
Do not avoiddelegatingsomethingbecauseyou cannotgive someonethe entire project.Letthe person
start witha bite size piece,then afterlearninganddoingthat, theycanaccept largerpiecesandlarger
areas of responsibility.
Agree ona monitoringormeasurementprocedurethatwill keepyouinformedasto progresson this
projectbecause youare ultimatelystill responsibleforitandneedto know that it is progressing, asit
should.Inotherwords-If youcannotmeasure itdonot delegate it.
Keepyourmindopentonewideasandways of doingthings.There justmightbe a betterwaythan the
waysomethinghaspreviouslybeendone.
Delegationisnotgivinganassignment.You are askingthe personto accept responsibilityforaproject.
Theyhave the right to sayno.
Encourage your people toaskfor partsof yourjob.
Nevertake backa delegateditembecauseyoucando itbetteror faster.Helpthe otherpersonlearnto
do itbetter.
Agree onthe frequencyof feedbackmeetingsorreportsbetweenyourself andthe persontowhomyou
are delegating.Goodcommunicationwillassure ongoingsuccess.
Delegationstrengthensyourposition.Itshowsyouare doingyourjob as manager-gettingresults with
others.Thismakesyoumore promotable.
Delegationistakingariskthat the otherpersonmightmake a mistake,butpeople learnfrommistakes
and will be able todoit rightthe nexttime.Thinkbacktoa time a projectwasdelegatedtoyouandyou
messeditup.You alsolearnedavaluable lesson.

3. Findout whatthe talentsandinterestsof yourpeople are andyouwill be able todelegate more
intelligentlyandeffectively.
A personwill be more excitedaboutdoingaprojectwhentheycame upwiththe ideaof how to do it,
than if the bosstellsthemhowto doit.
Be sensitive toupwarddelegationbyyourstaff.Whentheyask youfora decision ontheirproject,ask
themto thinkaboutsome alternatives,whichyouwillthendiscuss withthem.Thiswayresponsibility
for actionstayswiththe staff member.
Do not do an activitythatsomeone elsewouldbe willingtodoforyou if youwould justask them.
"Push"responsibilitydowninacaringhelpful way.
Remember,youare notthe onlyone that can accomplisha result.Trustothers to be capable of
achievingit.
Breaklarge jobsinto manageable piecesanddelegate piecestothose whocando themmore readily.
Keepfollowingupandfollowingthroughuntil the entireprojectisdone.
Resistthe urge to solve someone else's problem.Theyneedtolearnfor themselves.Give them
suggestionsandperhapslimitsbutletthemtake theirown action.
Mel FellerCareerHighlights
Mel Fellerofferscareerandleadershipcoachingtoexecutives,entrepreneurs,andothercoaches. Mel
isalso a life coachand usuallyadviseshiscareer& leadership-coachingclientsonwork/life balance and
otherissues. Mel activelycoachesothercoachesone-on-one,ingroups,orthroughMasterMinds and
lasercoaching.

4. His coachingspecialtyishelpinghigh-performingpeopletoaccelerate theirprogressbygainingclarity,
alignmentwiththeirtalents,andfocusingonwhatismeaningful tothem. He alsoworkswithpeople
whofeel stuckat workor in life andhelpsthemcreate momentumtogetintothe work theydreamof
and feel goodabouttheirlivesoverall.
He alsooffersbusiness-consultingservicestoentrepreneurswhoare visioning,launching,ortryingto
scale theirbusinessesforprofitable growth.
Mel isa motivational speakerwhomakesseveral appearancesayearand will speaktolarge andsmall
groups. He will alsooffertocustomize aspeechorworkshop/retreatforyourorganization. He isalsoa
newspapercontributorandblogger;blogsunderseveralblogshe ownsandcontributestoseveral more.
As a certifiedcoach,Mel hasstudiedwithFranklin-CoveyInstitute,The Financial Institute forLife
Transformation;CoachingForSuccessElite Coaching;andisa memberof several Boardsand
Associations. Mel alsohas an MA inHuman Resources,marketingandstrategy/policyanda MA in
PublicAdministrationfromUtahState Universityanda BA inPolitical Science,AccountingandLegal
StudieswithHighHonorsfromWeberState University. Previously,Mel workedasa Chief of Staff fora
UnitedStatesSenator.
What distinguishesMel isthathe has beenahigh-poweredexecutive;astay-at-home/workathome
single dadat one time;andan entrepreneursohe understandswhatthe challengesare forC-Suite
executivesandwhattheyare for Stay-At-Home parents’thinkingaboutre-enteringthe workforce. He
has done itand he getsit!
Most coachesdo not have the level of businessexperience thatMel doessoit giveshe a helpful vantage
pointto coach CEOs,seniormanagementteams,C-Suite level andmiddlemanagementlevel executives.
He personallyworkedwithseniormanagements,CEOs,andBoardof Directorson businessstrategy
issuessohe understandswhatittakesto thrive andpersuade inthatenvironmentfirsthand.
Mel understandshowtohelppeoplecreate momentumforchange intheirlife andhow tobreak
throughthe barriersholdingthemback. He isa big believerintakingconcrete stepsforwardeveryday.
Mel wasstuck andmore thanonce andso he knowsfirsthandhow hardit can be to change yourlife to
pursue yourdreams,but he islivingproof thatitcan be done.
It ishismissiontohelpyougetintothe life youdreamabout,toconvince youthat youcan make a living
doingwhatit isyou wantto be doing,to helpyoufeel likeyouare livingyourpurpose andincongruency
withyourvalues.

5. “Truth telling,honesty,andcandor:IlovedyouMel Feller!Youhave somuch energyandknowledge!I
trulyhope I getanotheropportunitytobe coachedby you.I see myself alittle clearernow,andit’snot
so bad.”
Lisa Mathews
“Mel Felleryouaddedmore value thanwe canpossiblysee rightnow.Mel Feller,youare warm,
inviting,andaccommodating.Thankyouforcomingalongside usinthistransition!”
VanessaCavanaugh
“Mel Fellerthe besteducationsessionthatwe have attended inmanyyears!Thankyousomuch — I am
veryexcitedtoputeverythingyouhave taughtusintopractice!”
Michael Randolph
“Mr. Mel Feller,Thankyou,thankyou,thankyoufor givinga marvelouskeynote atourSymposium!
While we have notyetcollected the official feedback,the unofficialfeedbackwasthatYou Were a Hit! I
heardnothingbutcomplimentsregardingyourpresentations.Thankyouformakingsucha positive
impacton our attendees!”
Lyle CunninghamVP
"Mel Felleruseshishumor,compassion,anddirectnature tohelpbringoutthe bestinme.Mel Felleris
committedtohelpingme live...Imean,reallylive,life toitsfullest."
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