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WINTER 2014
Effective Delegation For Rosco
Laboratories by Laura JacobPro Way Development
prowaydevelopment.com
[email protected] Primer for Managers to practice Delegation successfully
1
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Objectives
By the end of this session you will be able to:
� Appreciate the importance of delegating to others as a way to offloadwork and get more done in your busy life
� Face your fear of delegation and learn to think positively of delegatingtasks to others
� Adopt an appropriate strategy to delegate the right task to the rightpeople at the right time and in the right way
� Use a systematic step-by-step approach to brief people on what youwant to delegate to them
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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.
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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
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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……
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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
� When you need/should have back-up
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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
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6 Levels of Delegation
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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
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Introduce the Task
� Determine the task
to be delegated
� Determine the tasks
to retain
� Select the delegate
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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
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Introduce the Task
Use What-Why
Statements:
I want you to do…..
Because you……
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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.
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Demonstrate Clearly
� Show examples of previous
work
� Explain objectives
� Discuss timelines, set
deadlines
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Ensuring Understanding
� Clear communication
� Ask for clarification
� Secure commitment
� Don’t say no to them
� Collaboratively determine methods for follow-up
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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
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Let go…
� Communicate delegate’s
authority
� Step back, let them work
� Use constrained access
� Don’t allow for reverse
delegation
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Support and Monitor
� Schedule follow-up meetings
� Review progress
� Assist, when requested
� Avoid interference
� Publicly praise progress and completion
� Encourage problem solving
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Support and Monitor
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.
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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.
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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.
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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…….
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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
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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
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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
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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
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Practice Makes Perfect
It gets easier the more you do it
You become more familiar with your delegates
Flow-through task delegation
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Consequences of poor delegation
� 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.
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And, finally…..
“The secret of success is not in doing your own
work but in recognizing the right [person] to
do it.” ~Andrew Carnegie