Why Delegate Make more time for yourself Avoid overload and stress Someone better able to do something Develop people Add interest and motivate Better utilise time,
Download ReportTranscript Why Delegate Make more time for yourself Avoid overload and stress Someone better able to do something Develop people Add interest and motivate Better utilise time,
Slide 1
Why Delegate
Make more time for yourself
Avoid overload and stress
Someone better able to do something
Develop people
Add interest and motivate
Better utilise time, energy and talent
When not to delegate:• When too much at stake
• Just to off load work you do not like
• When tasks clearly beyond capacity, capability and/or
confidence of person
Responsibility; Accountability; Authority
1
Slide 2
How to Delegate
Identify tasks to be delegated
•
•
•
Time and task
Challenge your long-standing routines
Prioritise on basis of urgency and importance
Set objectives and define task
•
Clarify delegated and retained responsibilities
Brief the individual
•
•
•
Objectives, tasks, standards, timescale, resources, constraints,
review process and reporting
Be up front about levels of authority and control
Be prepared to demonstrate/shadow for a short time
Inform others
•
•
What is delegated and that it is with your authority and support
Introduce the delegate to your networks
Review progress
•
•
Set review dates and format in advance, agree reporting
standards and coach to overcome problems
Give and seek feedback
Do not overly supervise or do for the person…
2
Slide 3
What to Delegate
Current tasks/use of time
• List and analyse
Ideal task/use of time
• Specify
Possible areas for whole or partial delegation
Review team member profiles
• Skills and experience
• Development needs and desire
List a ‘mix & match’ (task-person) action plan for
delegation
Minimise Risk
- Prompt reporting of bad news
- Anticipate and talk about problem areas
- Develop scenarios and make contingency plans
- Remove delegation where repeated or several serious mistakes.
3
Slide 4
Effective Delegation
Clarify what you want done
Match task with person
Communicate clearly
Ensure time available for tasks
Keep communication channels open
Allow scope to use initiative/talent
Check on progress, but allow people time to
solve problems and learn for themselves
Hold person responsible and help out
Ensure authority and resources available
Recognise contributions and accomplishments
Quinn, Robert, E. et al (2003) Becoming a Master Manager: A Competency Framework 3rd Ed., US, John Wiley & Sons
4
Slide 5
Key to Success
Build trust
•
Show respect; get and give honest, constructive feedback
Get over barriers
•
Do it better myself; will over burden staff; loss of control; less
recognition for me; too busy
Get agreement
Build relationship
•
•
Involve; listen; and discuss regularly
Do intervene, if necessary
Show loyalty and tolerance of imperfections/mistakes
•
•
Solutions, not scapegoats
Ask yourself; “what am I doing wrong?”
Coach and support
•
Introduce to networks
Recognise success
•
Appreciate and praise
Develop your own leadership and management skills in the
process
5
Why Delegate
Make more time for yourself
Avoid overload and stress
Someone better able to do something
Develop people
Add interest and motivate
Better utilise time, energy and talent
When not to delegate:• When too much at stake
• Just to off load work you do not like
• When tasks clearly beyond capacity, capability and/or
confidence of person
Responsibility; Accountability; Authority
1
Slide 2
How to Delegate
Identify tasks to be delegated
•
•
•
Time and task
Challenge your long-standing routines
Prioritise on basis of urgency and importance
Set objectives and define task
•
Clarify delegated and retained responsibilities
Brief the individual
•
•
•
Objectives, tasks, standards, timescale, resources, constraints,
review process and reporting
Be up front about levels of authority and control
Be prepared to demonstrate/shadow for a short time
Inform others
•
•
What is delegated and that it is with your authority and support
Introduce the delegate to your networks
Review progress
•
•
Set review dates and format in advance, agree reporting
standards and coach to overcome problems
Give and seek feedback
Do not overly supervise or do for the person…
2
Slide 3
What to Delegate
Current tasks/use of time
• List and analyse
Ideal task/use of time
• Specify
Possible areas for whole or partial delegation
Review team member profiles
• Skills and experience
• Development needs and desire
List a ‘mix & match’ (task-person) action plan for
delegation
Minimise Risk
- Prompt reporting of bad news
- Anticipate and talk about problem areas
- Develop scenarios and make contingency plans
- Remove delegation where repeated or several serious mistakes.
3
Slide 4
Effective Delegation
Clarify what you want done
Match task with person
Communicate clearly
Ensure time available for tasks
Keep communication channels open
Allow scope to use initiative/talent
Check on progress, but allow people time to
solve problems and learn for themselves
Hold person responsible and help out
Ensure authority and resources available
Recognise contributions and accomplishments
Quinn, Robert, E. et al (2003) Becoming a Master Manager: A Competency Framework 3rd Ed., US, John Wiley & Sons
4
Slide 5
Key to Success
Build trust
•
Show respect; get and give honest, constructive feedback
Get over barriers
•
Do it better myself; will over burden staff; loss of control; less
recognition for me; too busy
Get agreement
Build relationship
•
•
Involve; listen; and discuss regularly
Do intervene, if necessary
Show loyalty and tolerance of imperfections/mistakes
•
•
Solutions, not scapegoats
Ask yourself; “what am I doing wrong?”
Coach and support
•
Introduce to networks
Recognise success
•
Appreciate and praise
Develop your own leadership and management skills in the
process
5