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DELEGATION SKILLSKhaled A. Anter

Ground rules• Start at 10:00 am, End at 5:00pm• Breaks at your well• Phones silent please• No politics, No religions, No sports• Share your experience• Relax & have fun

WHO ARE YOU?

WHY ARE YOU HERE?

Training Objectives• How delegation fits into your jobs and how it can make

them more successful.• Different ways of delegating tasks.• How to use an step-process for effective delegation.• How to give better instructions for better delegation

results.• Common delegation pitfalls and how to avoid them.• Ways to monitor delegation results.• Techniques for giving effective feedback.

LET’S WARM UP…What is management?

Management• Management in business and organizations is an art that

coordinates the efforts of people to accomplish goals and objectives using available resources efficiently and effectively.

• Management comprises planning, organizing, staffing, leading or directing.

WHAT IS DELEGATION?Why is it so important?

Delegation• Delegation is the assignment of responsibility or authority

to another person (normally from a manager to a subordinate) to carry out specific activities.

• It is one of the core concepts of management-leadership.• The opposite of effective delegation is micromanagement.

Micro-management• Micro-management is a management style whereby a

manager closely observes or controls the work of subordinates or employees.

• Often, this excessive obsession with the most minute of details causes a direct management failure in the ability to focus on the major details.

• In micromanagement, the manager not only tells a subordinate what to do but dictates that the job be done a certain way regardless of whether that way is the most effective or efficient one. (emotional insecurity).

FOUR STEPS TO DELEGATE EFFECTIVELYplanning to delegate

Four Steps to Delegate Effectively• Step 1 – Select the Right Task• Step 2 – Choose the Right Person• Step 3 – Give Clear Directions• Step 4 – Monitor Progress

Step 1 – Select the Right Task• Not every task is an ideal candidate to delegate.• Tasks that are redundant and well-defined are good tasks

to delegate.• Also, tasks that are isolated in function and do not require

a great deal of coordination or group interaction might also be good candidates for delegation.

Step 2 – Choose the Right Person• can be one of the hardest steps.• It takes time and effort to find a person who possesses all

the traits and skills required for the job.• The person not only needs to have the right technical

skills or expert knowledge, but they also need to be trustworthy and have the time to take on the additional work.

• In addition, the person needs to have similar values and ethics to the person delegating the task.

Step 3 – Give Clear Directions• The directions should be clear, simple, and well-

documented.• If the instructions only reside in the manager’s head, then

the delegation process can be very time consuming and lengthy.

Step 4 – Monitor Progress• To monitor the progress of the knowledge and skill

transfer.• Regularly follow-up on how well the person is completing

the work.• Take time to check over the work and ensure the work is

correctly done.• Remain available for questions and provide feedback

Main Concepts of Delegation

1. Authority

2. Responsibility

3. Accountability

Authority• Authority is the power given to a person or group of

people to act and make decisions within designated boundaries.

• When delegating a task, the authority is shared between the manager and the person receiving the delegation.

Responsibility• Responsibility refers to the act of carrying out the task.• When delegating a task, the manager and person

receiving the delegation share the responsibility of completing the work.

Accountability• Accountability is the act of being liable for a person’s

actions and decisions.• During delegation of a task, the accountability of the task

transfers from the manager to the person receiving the delegation and actually completing the work.

FOUR BASIC DELEGATION STRATEGIES

Four basic delegation strategies• 1. Telling• 2. Participating• 3. Selling (coaching)• 4. Delegating

1 .Telling• The leader designs the job, then delegates it to a member.

2 .Participating• The leader identifies a job two members might do and

gets a commitment that they will work on it together.

3 .Selling (coaching)• The leader involves members in developing a project and

encourages them to volunteer for tasks.

4 .Delegating• The leader involves members in developing a project and

then leaves them to do it (“pure delegation”).

DOS & DON’TSDelegation in a nut shell

Do delegate• When there is a lot of work.• When someone else has a particular skill or qualification

which would suit a task.• When someone expresses an interest in a task.• When a member might benefit from the responsibility (i.e.,

an emerging leader in your group).

Don’t delegate• Your own “hot potatoes” (items with serious

consequences, emergencies, etc.).• Things that are usually your specified responsibility.• Things you would not be willing to do.• To a member who may not possess the skills necessary to

do the task successfully.

12 RULES OF DELEGATIONThe road to success

#1 Delegation is a two-way street• That’s right! Delegation is meant to develop you and the

people you work with. Consider what you are delegating and why you are delegating it. Are you delegating to build people, get rid of work you don’t like to do or to develop someone?

#2 let go• To be a good delegator you need to let go. You can’t

control everything so let go and trust the people you work with. Hand over those tasks to other people that are stopping you from reaching your full potential.

#3 plan• Create a delegation plan. Use a delegation matrix that

shows your people and the main task components and how you can develop your people and get the work done. This will help your people understand the expectations being set.

#4 Define• Define the tasks that must be done. Make sure that the

task can be delegated and is suitable to be delegated. Some things you have to do and others can be done by someone else. Be clear on what the task is and is not. People like clarity when being delegated to. So ensure you are clear. If you are not clear your people will not be and you will be disappointed. Worst, your people will feel like failures. Not cool!

#5 Be honest• Select and assign the individual or team that should take

on the task. Be clear on your reasons for delegating the task to that person or team. Be honest with yourself. Make sure you answer the question what are they going to get out of it and what you are going to get out of it? Think of it as listening to the radio station WII-FM (what’s in it for them). It’s a good motivator.

#6 training• Make sure you consider ability and training needs. The

importance of the task may need to be defined. Can the people or team do the task? Do they understand what needs to be done? If not, you can’t delegate it to them. If resources are an issue, sit your team down and move things around or develop a mentoring-support program that enables your people.

#7 Negotiate• Clearly explain the reason for the task or work that must

be done. Discuss why the job is being delegated and how it fits into the scheme of things. Don’t be afraid to negotiate points that are discussed when appropriate. Don’t say it is because we are told to do it. For your people to own the task you must own the task. Reframe and rephrase it so you have ownership.

#8 Measure • State the required outcomes and results. Answer

questions like what must be achieved, what the measurements will be, and clarify how you intend to decide that the job was successfully done.

#9 Be prepared• Be prepared to discuss the required resources with the

individual and team. Common challenges arise with every person and team including people, location, time, equipment, materials and money. These are important concerns and should be discussed and solved creatively. However, sometimes it is simply as it must be done.

#10 Document• Get agreement on timeline and deadlines. Include a

status reporting feature to ensure things are getting done. When is the job to be done? What are the ongoing operational duties? What is the status report date and how is it due? Make sure you confirm an understanding of all the previous items. Ask for a summary in their words. Look for reassurance that the task can be done. Address any gaps and reinforce your belief in the individuals or teams work. They need to know you trust them.

#11Support• Remember the two way street, well it is most likely a

multi-directional intersection. Look around and support and communicate. Speak to those people who need to know what is going on. Check your stakeholders list and make sure you inform them what the individuals or teams responsibility is. Do not leave it up to the individual or team. Keep politics, the task profile and importance in mind.

#12 Be the man• Provide and get feedback for teams members and

individuals. It is important that you let people know how they are doing and if they are achieving their aim. Don’t get into blame-storming. You must absorb the consequences of failure, create an environment where failure is an opportunity to learn and grow and pass on the credit for success. Pay it forward if you can.

ANY QUESTION?Thank you