delegation. “ w ise is the person who realizes early in life that what they can do by themselves...
TRANSCRIPT
Delegation“Wise is the person who realizes early in life that what they can do by themselves is relatively small. A person’s success is determined, in large measures, by what they are able to get other people to do.”
Lee S. Brickmore
Delegate To: When you reach a point in your
business where you are juggling too many balls and you begin to drop them.
When you want to free yourself of areas that are not yourstrengths or which you do not enjoy.
Delegate:
To deal with time management issues.
When you need to create free time to strategize your business.
To work on your business, not just in it.
To reduce the amount of time you are working, not only in hours but days.
Delegate To: Create growth in your company. Protect yourself in case of illness or
injury. Prepare your business for an exit
strategy. Reduce stress.
Why don’t I Delegate?
Your lack of confidence in employees.
Your lack of desire to take risks.
Reluctance to delegate tasks that you enjoy.
The quest for perfection.
Why can’t I Delegate?
Avoidance of change. Concerns about acceptance of
others. Fear that the employee will do
it better than you. Paranoid about sharing
company systems or methods.
Delegation is a two-way Process
You delegate responsibility; authority flows from you to the employee.
Accountability flows from employee to you.
Levels of Authority
Assign a challenge or opportunity:
1. Report facts back to me and I will make a decision on what is to be done.
2. Give me alternative actions, with pluses and minuses of each; give me a recommendation of the best option.
Levels of AuthorityAssign a challenge or opportunity :
3. Advise me of what your plan of action is; don’t take action until I authorize.
4. Advise me of your plan; proceed with the plan unless I tell you directly otherwise.
Levels of Authority
Assign a challenge or opportunity:
5. Activate your plan and advise me of what was done.
6. Activate your plan to solve the problem and nothing is required of me.
ResponsibilitySubordinates should be accountable
for their performance of delegated tasks. This can be achieved by: Evaluating performance based upon
subordinates staying within authority boundaries.
Measuring performances based upon achieved results.
ResponsibilitySubordinates should be accountable
for their performance of delegated tasks. This can be achieved by: Scheduled updating meetings with the
subordinates. Critiques, listening to subordinate and
adjustments. Creation of “To Do” lists.
Use of software tracking mechanisms like ACT! Or Goldmine to allow follow-up.
ResponsibilityTo be successful subordinates must be
given the following structure: A detailed job description A written system to be followed Training Objectives that can be measured Objectives that are achievable
ResponsibilitySubordinates to be successful must be
given the following structure: Guidelines and standards of
performance Timeline schedules to be followed Authority to act (Levels of authority
should be pre-assigned) Incentive for performance
Delegating As an owner in need of help, there is a
tendency to turn it over to another employee in the company abdicating the owner’s responsibility.
But the employee needs to understand: Why they are doing what they are doing. What results and standards should be
obtained. How their responsibilities fit into the long
term plan.
Causes of Ineffective Delegation
Employee's lack of ability due to: Poor hiring Poor or no training
Employee's lack of incentive Employee's unwillingness to
take risk Employee's fear of punitive
action
Causes of Ineffective Delegation
Unclear job duties Unclear task assignment Constant criticism of task results
and techniques Lack of achievable goals Lack of defined objectives Over controlling the employee