The document discusses the importance of delegation for managers and common failures in the delegation process. It outlines the delegation process as receiving authorization, making assignments, monitoring progress, and making corrections. It then describes several common failures such as not receiving proper authorization, failing to make assignments, improperly tasking work without planning, not monitoring progress, failing to make necessary corrections, and micromanaging work through over-correction. The key message is that delegation is essential for managers and requires following the full process to be effective.

1. What We Have Here
is a Failure to Delegate

2. Many Skills Are
Important in Management
RECRUITING
PLANNING
COMMUNICATING
ORGANIZING
MOTIVATING
TRAINING

3.  Manager - a person responsible for controlling or administering all or
part of a company or similar organization.
 Control - to exercise restraint or direction over; dominate; command.
 Command -
 to direct with specific authority or prerogative; order
 to require authoritatively; demand
 to have or exercise authority or control over; be master of; have at
one's bidding or disposal
 Delegate - to commit (responsibilities, powers, functions, etc.) to
another as agent or deputy (to direct with specific authority )
 A manager is a person who tells other people what to do (delegates)
But the Defining Skill
of a Manager is Delegating

4. The Delegation Process
Is Very Well Documented
IF NOT WELL UNDERSTOOD!

5. Simplified Delegation Process
Receive
Authorization
Make
Assignments
Monitor
Progress
Make
Corrections
Finished
Fractal Process

6.  Managers may not receive proper Authorization with assignments
 This is addressed later in this presentation, but…
 There are three types of delegation – down, up and across. It may be
possible to up delegate the proper assignment of authority.
 In partially functional organizations, the manager can safely assume
responsibility based on tasking – easier to get forgiveness
Failure to Receive Authorization
Receive
Authorization

7.  This is the most obvious delegation failure – never actually tasking
 Arises from a deep fear on the manager’s part of losing control
 “Nobody’s competent” which means nobody will do it like me
 Often the best worker is a perfectionist, who when promoted finds
it is hard to accept less than “optimal” solutions.
 This manager needs to realize that doing 20 things well enough is
usually better than doing one thing perfectly
 Understanding of remainder of the delegation process lessens fear
of losing control
• One delegates authority not responsibility
• The manager stays involved in tasks assigned
Failure to Make Assignments
Receive
Authorization
Make
Assignments

8.  When the manager makes an assignment, empowerment and
authority must accompany it
 Else the staff suffers the authority problem already discussed
 The manager must make sure the team has the things it needs to
succeed; authority to execute is paramount
 Remember though one delegates authority not responsibility
Improperly tasking
Receive
Authorization
Make
Assignments

9.  This is cousin to the perfectionists failure to task
 The manager keeps the task until totally overwhelmed with work or the
time available for the work is almost gone then drops it on the first
available “delegee”
 Proper planning is not done
 The assignment is accompanied with something like “You handle this,
I’m swamped”
 The manager never looks at the task again – perhaps to avoid blame
when it fails
Abdication Not Delegation
Receive
Authorization
Make
Assignments

10.  This is different from abdication in that the whole process is not
abandoned
 This is where the manager stays engaged by making corrections, but
does not know what is happening or the effects of the corrections
 The manager neglects such excellent processes as walking around,
talking to people, and keeping current in the technical area
 This leads to a loss of confidence in the manager by the staff –
effectively negating future delegation opportunities
 Without proper monitoring of progress, the manager will find it
difficult to properly inform the upper management gave the tasking
Failure to Monitor Progress
Receive
Authorization
Make
Assignments
Monitor
Progress
Make
Corrections

11.  Now the team is running open loop
 The manager knows what is going on but will not take the appropriate
actions
 This leads to a loss of respect for the manager by the staff and upper
management
 Not all decisions are easy; not all corrections will be appreciated;
sometimes for the good of the task or team, the manager must remove
unproductive staff for example
 Course corrections are easier when take early; proper monitoring and
early intervention can avoid many problems
Failure to Make Corrections
Receive
Authorization
Make
Assignments
Monitor
Progress
Make
Corrections

12.  Contrasted with no corrections is the over correction -
micromanagement
 This arises when the manager just can leave the staff alone long
enough for it to work
 The manager is overly interested in how the work is being done – not
just what and when
 This overly controlled situation is guaranteed to be sub-optimal as the
imaginations of those closes to the work are suppressed
 Morale and therefore productivity will suffer
 The manager must learn to “count to ten’ before re-tasking; at least
the manager should “sleep on” important re-directions
Micromanagement
Receive
Authorization
Make
Assignments
Monitor
Progress
Make
Corrections

13.  Delegation is the definitive trait of a manager
 Delegation is a continuous process
 Correct delegation leads to successful conclusions
Conclusion
Receive
Authorization
Make
Assignments
Monitor
Progress
Make
Corrections
Finished

14.  http://www.prnewsonline.com/prnewsblog/wp-content/uploads/2014/01/cool-hand-luke-martin.jpg
 http://piperbayard.wordpress.com/category/the-end-is-near/
 http://mbtimetraveler.com/2013/10/02/random-humor-18/motivating-pics-21/
 http://www.ostglobalsolutions.com/blog/successful-planning-for-your-bd-strategy-interview-with-
business-development-expert/
 http://susanscott.org/
 http://organizing.ws/creative-organizing-tips-id-337
 http://money.cnn.com/2012/09/07/news/companies/alabama-coach-saban.fortun
 http://www.businessinsider.com/first-time-manager-tips-2014-1
 http://www.boxonline.com/wp/suggestions/do-you-benefit-from-delegation-1227
Acknowledgements