Authority Responsibility Accountability Delegation Process How to Delegate What To Delegate Why We Fail to Delegate

1. Art of
Delegation
By
Arshad Khan

2. Contents
Authority
Responsibility
Accountability
Delegation Process

3. Tradition
With responsibility
goes authority and
with them both goes
accountability

4. Leadership Triad
Responsibility
Obligation
Accountability
Being answerable for
actions/failure to take action
Authority
Control or power to act on
responsibilities

5. Obligation to complete a task
Assigned, assumed, or conferred
Exists individually and at all levels of
an organization
Responsibility CAN be delegated but
CANNOT be transferred
Responsibility

6. “Responsibility is a unique concept. It can only reside
and inhere in a single individual. You may share it
with others, but your portion is not diminished. You
may delegate it, but it is still with you. You may
disclaim it, but you cannot divest yourself of it. Even
if you do not recognize it or admit its presence, you
cannot escape it. If responsibility is rightfully yours,
no evasion or ignorance or passing the blame can
pass the burden to someone else. Unless you can
point your finger at the man responsible when
something goes wrong, then you have never had
anyone really responsible.”
– H. G. Rickover

7. Right to use assigned resources,
including personnel, to accomplish a
task or objective
Right to issue orders and expect obedience
Power or control to act on responsibility
CAN and should be delegated
Sources:
Positional and/or Personal Power
Authority

8. Being answerable for responsibilities
Actions OR Failure to act
Linked to responsibility
Results NOT “intentions”
Emphasizes necessity to consider all
possible consequences
CAN NEVER be delegated
Accountability

9. Men will not long trust
leaders who feel
themselves beyond
accountability for what
they do

10.  Assignment of new responsibilities
(and authority to carry out tasking)
 A form of power sharing
(Empowerment)

11. Improved Decision Quality
Enhanced subordinate commitment
Time management
Job enrichment
Development of subordinates
Creates learning opportunities
ID potential leaders
Potential Advantages

12. What to Delegate
Tasks better done by subordinate
Urgent, not high priority tasks
Tasks relevant to a subordinate’s career
Tasks of appropriate difficulty
Both pleasant and unpleasant tasks
Tasks not central to the manager’s role

13. How to Delegate
Clear, concise expectations
Results/Objectives
Priorities/Deadlines
Provide adequate authority, specify limits of
discretion
Specify reporting requirements
What/How often/Format
Ensure subordinates accept responsibility
Check for comprehension
Doubts/concerns/questions

14. Inform others who need to know
Monitor progress:
TRUST, BUT VERIFY
Ensure subordinate receives necessary info
Provide support/assistance
Avoid Reverse Delegation
Make mistakes a learning experience
Opportunity to train
What do you want next time?
How to Delegate
(CONT)

15. How to Delegate
Decide What to Delegate
Specify Responsibilities and Limits Clearly
Specify Expectations Concerning Reporting
Get Feedback From Subordinate
Inform Others Who Need to Know
Arrange For Necessary Information
Monitor Progress
Provide Support But Avoid Responsibility

16. What To Delegate
Things You Don’t Want To Do
Things You Don’t Have Time To Do
Things the Subordinate Can Do Better
Things the Subordinate Needs To Do
To Grow Professionally

17. Why We Fail to Delegate
Need for power/control
Insecurity
Fear of subordinate failure (Trust)
Loss of control/Being in charge
Situational constraints
Time
Confidential information
Manager has expertise, self-confidence,
and desire to maintain high quality

18. What not to delegate?
What you yourself is not able to do
What you are directly contributing to
your business
Work your subordinates cannot perform
effectively
Management decisions
Personal accountability

19. Continued..
Discipline of employees
Recognition and praise
Supervision of subordinates
Long-term planning