Effective Delegation

1. National Religious Broadcasters
Leadership and Management Course
Effective Delegation:
The Core Competencies of Delegation
Every Leader and Manager
Must Master to Mentor Your Team
and Executive Your Mission
Sunday, February 18, 2007Sunday, February 18, 2007
2:00 PM – 3:30 PM2:00 PM – 3:30 PM
R. Dale Lefever, Ph.D.R. Dale Lefever, Ph.D.
Partner, The Andringa GroupPartner, The Andringa Group
Ann Arbor, MichiganAnn Arbor, Michigan

2. Time Management:
The Context for
Effective Delegation

3. Time Management:
Some Basic Premises
• Time is not money or a commodity, it cannot
be bought or bartered.
• Time is life. To waste your time is to waste
your life.

4. Some Basic Premises (continued)
• Time management is really self-management
with respect to time.
• Management of time is a fundamental
responsibility of every leader.
• Time spent reflects values held.

5. The Core Competencies
of Effective Delegation

6. Delegation:
A Common Scenario

7. The Issues of Delegation
and Control
When the CEO told me it was my job to launch a new
media ministry, I took him seriously. I assumed this
initiative was my responsibility and that I had the
authority to make the necessary decisions. It turns out I
was wrong. My CEO clearly did not understand
delegation and insisted on having the final say at every
turn. People stopped coming to me for decisions, since
they knew, that unless the CEO was involved, whatever
I said was likely to be changed. I don’t blame them –
my authority has really been undermined by someone
who functions as a “micromanager!”

8. Distinctions That Make
A Difference
• Responsibility – ownership
• Authority – legitimacy
• Accountability – oblegation

9. Delegation
By Definition Is:
The assignment of meaningful tasks,
either operational or managerial, to
others with supervision over time.
By Implication Is Not:
The assignment of simple, unpopular
or isolated tasks at the whim of the
manager as an end in itself.

10. Delegation (continued)
Delegation, Therefore, Is:
• A process, not an event

11. Delegation (continued)
Delegation, Therefore, Is:
• A process, not an event
• A method, not an end in itself

12. Delegation (continued)
Delegation, Therefore, Is:
• A process, not an event
• A method, not an end in itself
• An investment, not a short-term
strategy

13. Reasons for Not Delegating
• No time to instruct others

14. Reasons for Not Delegating
• No time to instruct others
• Can do it quicker and better

15. Reasons for Not Delegating
• No time to instruct others
• Can do it quicker and better
• Might lose credit or recognition

16. Reasons for Not Delegating
• No time to instruct others
• Can do it quicker and better
• Might lose credit or recognition
• High personal interest in task

17. Reasons for Not Delegating
• No time to instruct others
• Can do it quicker and better
• Might lose credit or recognition
• High personal interest in task
• Fear loss of control and power

18. Symptoms of Poor Delegation
• Staff turnover/low morale
• Extended hours/burnout
• Crisis management/missed deadlines
• Continued interruptions/constant approvals
• Redoing initial work/wasted time
• External promotions/inadequate
internal talent

19. Guidelines for Effective
Delegation
• Clarify the objectives and the
performance standards

20. Guidelines for Effective
Delegation
• Clarify the objectives and the
performance standards
• Shift authority commensurate with the
responsibilities

21. Guidelines for Effective
Delegation
• Clarify the objectives and the
performance standards
• Shift authority commensurate with the
responsibilities
• Provide necessary support systems

22. Guidelines for Effective
Delegation
• Clarify the objectives and the
performance standards
• Shift authority commensurate with the
responsibilities
• Provide necessary support systems
• Establish reasonable checkpoints and
deadlines

23. Guidelines for Effective
Delegation
• Clarify the objectives and the
performance standards
• Shift authority commensurate with the
responsibilities
• Provide necessary support systems
• Establish reasonable checkpoints and
deadlines
• Review results, not methods

24. Contact Information:
R. Dale Lefever, Ph.D.
Management Consultant
1246 Laurel View Drive
Ann Arbor, Michigan 48105
Telephone: 734.615.2688
Fax: 734.615.2687
Email: dlefever@umich.edu