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Welcome to theDelegatingSkills

Workshop

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We must have the delegating skills ...

one of the management success criteria essential managing activity

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Ground Rules

Participate actively in all discussions Listen to the other view point Say what you think Keep discussion on the subject Be patient with other members

Try to relate your experiences Ask questions, other members would alsolike to know

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CONTENTS

Part 1. About Delegating Part 2. How To Delegate

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Part 1. ABOUT DELEGATING

What is delegating? Why delegate?

Why is it so hard to delegate? What should we delegate? Why? What shouldnt we delegate? Why?

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Part 2. HOW TO DELEGATE

Deciding what to delegate Deciding who can do it

Briefing Monitoring progress Attitudes to delegating

Checklist for delegating Benefits of delegating

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What do you expectto get from this

workshop?

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OBJECTIVE

After this session we will be able toidentify:

what is delegating why we delegate who to delegate when to/ not to delegate and how to delegate

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What is delegating?

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Delegating is .

BOSS

STAFF

YOU

Delegate Entrust

Responsibility&

AuthorityRESPONSIBLE

ACCOUNTABLE

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What is delegating?

Entrusting responsibility and authority toothers who then become responsible to usfor their results but we remain accountableto our boss what our subordinates do.

The right to make decision

Not merely the passing downwards of work

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2 ways of dealing with a customer

STRATEGY - A

you ask to get facts you decide what action to take instruct to respond accordance with you solution

STRATEGY -B

Ask to investigate and deal with the issue

as they consider as long as customers grievance is resolved and

the customer is tied more closely to your companythan was before

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The boss who undermines his supervisors decision gets an ineffective supervisor in the long run. If you do have to overrule the supervisor, get his opinion and advise first.

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Some bosses just love having to make all the decisions so they dont delegate their authority. But these are the people who create bottlenecks because others have to wait around for them.

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And also delegating is...

Not merely the downwards transmissionof authority

Responsibility Vs. Accountability

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Delegating is .

BOSS

STAFF

YOU

Delegate Entrust

Responsibility&

AuthorityRESPONSIBLE

ACCOUNTABLE

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If dispense authority withoutresponsibility

If dispense responsibility withoutauthority

Im gonna give you the freedom to take certaindecisions but I aint gonna hold your responsible for theoutcome.

Im gonna hold you responsible for the outcome of doing X,but I aint giving you any freedom or direction in the situation.

Do-it- yourself hangmans kit

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BOSS

STAFF

YOU

Delegate Responsibility& Authority

RESPONSIBLE

ACCOUNTABLE

NOT Sink or Swim Process!!

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Why Delegate?

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Face it - no matter how hard you work, you cannot do two persons job. Delegate. A good manager must realize that he has to work through others to be effective.

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Delegation equips Staff To Solve Their Own Problem

-everyone is used to their maximum potential

-maximize the overall effectiveness of you andyour team

STAFFIf unload their problem

to you YOU

Putting MONKEY on your shoulder

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WHOS GOT THE MONKEYS?

Five Rules for the Care andFeeding of Monkeys

by William Ocken and Donald Wass

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Monkey should be fed or

shot

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The monkey populationshould be kept below the

maximum number themanager has time to feed.

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Monkeys should be fed by

appointment only.

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Monkeys should be fed face-

to-face or on the telephone.

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Every monkey should havean assigned next feeding

time and degree of initiative.

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Delegation gives you more timefor adding value

If you dont delegate

Roles of employee

maintenancecrisis preventionperformance improvementchange management

You

no value added activities

Performance improvement & Change management

l k d bl

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Delegation makes you dispensable

Dispensable

manager company needs easy target for redundancy

gets

PROMOTION

Wont get

Indispensablemanager

may keep job

constantly threat tocompanys continuity or even its survival

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Delegation helps you motivate yourstaff and assess their potential

Planned transfer of authority andresponsibility can help you to retain theinterests of your staff and ultimately toretain the staff themselves.

People hardly complain being delegatedbut they will complain about the absenceof delegation

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We delegate because delegating...

equips staff To solve their own problem

gives you more timefor adding value makes you dispensable

helps you motivate your staff and assesstheir potential

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Why is it so hard to

delegate?

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You couldnt delegate

No staff Company Policy

-you must do it yourself Boss insists you to do it yourself

FEAR or/and

IGNORANCE

Genuinereason

Not agenuinereasons

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Delegator doesnt clearly understandwhere his authority and responsibility

begins and ends

If you are uncertain about the precise

content of your job, then you cantdelegate properly.

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The delegator thinks he can do thework better than his staff

It may be true but less time spend for value-added job

They will never improve if you do their job

Some staff pretend to be incompetent to avoiddistasteful task (regretfully it often succeed)

To get rid of the task is to do it properly

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The delegator feels insecure

Afraid of not being essential

comfort zone

frightened of appearing lazy

frightened of consequences of mistakes

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The delegator believes in the exerciseof authority and the management

prerogativeencouraged by increasing in unemployment

belief that managers have a right to manage andsubordinates are to do what they are told

subordinates become incompetent

communication breaks down

productivity become poor

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The delegator beliefs that subordinatesare already overworked

A defense mechanism

must look close at what they are doing

smoke screen

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The delegator is not willing todelegate

excuses

others never get a chance to prove they can do it

belief that quicker to do it than to teach others

lack of time-lack of will to delegate

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The delegator is not being organized

could not sort out which tasks could/should be delegate

it is important to take stock of what youre doing

your own level of personal organisation is less than ideal

you are not able to isolate a specific task to delegate

not recognize that your own disorganisation is at theheart of your inability to delegate

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Dont let clutter get on top of you. A cluttered desk leaves you with the feeling of being disorganized

and snowed under. Take time to re-organize your cluttered work

area.

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The delegator is feeling irreplaceable

You are the only one who can do the job

obstructing your own progress

no need to get involved with day-to-day details

more tasks can be delegated than you think

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The delegator is not trusting people

Have been let down in the past

do not think others will as careful as you are

not as committed as you are

the key word in delegation is TRUST

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The delegator is not acceptingdifferences

looking for a clone

recognize the strengths of people and make themost of them

less important how they carry out the task

Good Enough concept

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The delegator is givingtoo much away

Delegation Vs. abdication

responsibility without authority

do not achieve results and become unresponsive

end up having to do it all yourself

as bad as not giving away anything at all

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It is so hard to delegate when thedelegator ...

does not clearly understand where hisown authority and responsibility beginsand ends

thinks he can do the work better than hisstaff

feels insecure believes in the exercise of the authority

and managerial prerogative

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It is so hard to delegate when thedelegator ...

believes that subordinates are alreadyoverworked

is not willing to delegate is feeling irreplaceable is not trusting people

is not accepting different is giving too much away

Getting Going

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many good reasonsfor delegating

Best use of time

develop people

able to do value added job

Main barrier Fear that they wont get theresults they want

The key to effective delegatingwhat job can I give away?what does the job involve?what do I need to do to ensure that people knowwhat they are doing?

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What should we

delegate? Why?

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Any Task Your Staff Can Do

Better than you

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Better than you

Younger, fitter, more recently qualified havestrengths where you weak

use your people knowledge and experience

ultimately

assess and utilize the strengths and theweakness for you and your people

they know customer better than you

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At less expense than You

paid less than you

cost will reduce if they tackle something you

did before

more profit if you can save time to morevalue added projects

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With better timing

they are on the spot

can give immediate service

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As part of their normal functions

its their job rather than yours

dont take away if they dont do wellin beginning

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As a contribution to their training

and developmentworld changing

people need to stretch out to sustaintheir interest

staff have to be prepared for the future

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To assess their suitability forpromotion

It is often a huge mistake to promote peoplesimply because they are good at what theyare doing now

need to give them a taste of the role andwatch how they react

We should delegate any task that staff

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We should delegate any task that staff can do because...

better than us at less expense than us

with better timing as part of their normal functions as a contribution to their training and

development to assess their suitability for their

promotion

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What shouldnt we

delegate? Why?

Overall policy and planning for yourre of responsibilit

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area of responsibility

POLICY making it clear to your staff what you expect from them

PLANNING

The allocation and control of delegated duties, the organisationof your own time, the establishmentof routines for yourself and yourteam

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A concentrated focus on your value-added priorities

performance improvement

change management

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Selection, training and performanceappraisal for your immediatesubordinates

An abrogation of your managerial accountabilityto allow any of these function to be carried out

for you by someone else

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Promotion, praise and discipline for your immediate subordinates

it may be subject to organisational policies

and decision of others

does not stop you from makingrecommendation

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Anything your immediate boss wants you to do personally

You may resist if you think that your boss

is misguided

but if your arguments are objected then you havelittle option but to comply

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Final accountable for the work of yourteam

You cant delegate this under anycircumstances

h ld d l

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We should not delegate...

overall policy and planning for our area of responsibility

a concentrated focus on our value-addedpriorities

selection, training and performanceappraisal for our immediate subordinates

W h ld d l

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We should not delegate...

promotion, praise and discipline for ourimmediate subordinates

Anything our immediate boss wants us topersonally

leadership for our people final accountability for the work of our

team

P 2 HOW TO DELEGATE

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Part 2. HOW TO DELEGATE

Deciding what to delegate Deciding who can do it Briefing Monitoring progress Attitudes to delegating

Checklist for delegating Benefits of delegating

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Clear thinking is important. If we think hard enough about a project right from the start realistically and far- sightedly - well be one step ahead of pitfalls.

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Deciding what to

delegate?

To Decide what to delegate

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We need to choose the task know what the task requires assess the risks

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Overhauling the filing system

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Overhauling the filing system

Mental process logical thinking Activities sorting files, putting things in

order Relationship consulting with others

Organizing a presentation

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Organizing a presentation

Mental process ability to plan Activities organizing and directing Relationship communicating with other

people to get their cooperation

Assessing the risks

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Assessing the risks

How much risk? What are the consequences of the jobbeing mismanaged, what are the chancesof that happening?

How much responsibility? What obligation which you are relied upon

to care about are handling over?

How much authority? What extent of your command and control

will you be given up?


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We need to choose the task know what the task requires assess the risks

Analyzing the job

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Analyzing the job

To take stock of your activities sort them out analyze the requirement assess the risk wise choice

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Deciding who to

delegate?

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Whether you are a manager in a big firm or a small company, you need to know how to

handle people if you want things to run smoothly. The more we know about people the better we will be able to get along

To decide who can do the task...

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We have to . consider capabilities of our people know what our people need be able to match task to people

Considering Capabilities

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The Aces

Experienced people

need left alone unlesshelp is requested


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The Kings & Queens

Fairly experienced people

need support time to time


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The Jacks

People who need to learn howto do

need direction

lack of experience = lack of ability


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Th Jokers

Outsiders who can becalled upon when the needarise

Knowing what people need

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Know the Facts area of

responsibilities,ramifications and its

boundaries the amount of

authority the standards which

you require time-scale involved

Feel Support you will be fully

supportive you care about task

and want them to besuccessful

you have confidencein their ability

Matching Task To People

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g p

MUST JACK

SHOULD KINGS & QUEEN

CAN ACE

not enough timeneed special expertise JOKER


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We have to . consider capabilities of our people know what our people need be able to match task to people

Analyzing People

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Right people for right task Know your peoples capabilities and their

needs Outcome will be good

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Briefing

During the briefing...

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We have to set the scene talk over details

describe the background set the standards coach

make agreement on how to report progress

Setting The Scene

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Why It NeedsTo Be Done

What YouWant Doing

How It FitsInto Overall

Picture

Company Product Presentation

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What you want doing Id like you to take over the arrangements for our next

presentation

Why it needs to be done

We have found that by meeting our customers this way, wecan show them our new products very effectively

How it fits into overall picture The presentation forms a key element in our marketing

strategy. It is important because it allows us to follow upand develop the specific interests expressed by differentcustomers.

Talking Over The Details

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The Componentsof the Task

The Responsibilities You Are Handing Over

The Authority You Are Assigning


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The responsibilities you are handing over Youll be responsible for invitations, hotel booking and

presentation.

The components of the task

Comparing proposal from hotels, reviewing customers list,setting up presentation

The authority you are assigning You can introduce yourself as the person in charge and sign

necessary

For their preparation bl f ll

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Describing TheBackground

For their preparation Possible Pitfalls

You know whole picture but they dont


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Describing the background By and large, the hotel we used has looked after us very

well, but the projector we hired was faulty so you mightwant to find another supplier this.

We have a short presentation followed by questions whichenables people to air their concerns.

The hall we usually use is _____ and the person you needto contact is Mr___ is rather difficult but his assistant,Mr___ is extremely competent and cannot enough to help.

Quantity

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Setting TheStandards

Quantity

Quality

Time

Cost


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Quality Presentation must be set up in a standard way

Quantity 50 customers must be invited

Time Preparation must be completed by the end of the month

Cost The expense should not be more than it did last year

Coaching

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GUIDEpeople to use theirown initiative and logic

Ask Logical QuestionsProvide InformationEncourage To Make Decision

Show how it is done in the normal wayRepeat it slowly, explain whyLet them try and talk them through processGet them to do it on their own

INSTRUCTthem in a skill

Reporting Progress

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Making a jointly-agreed plan Arrange a follow-up meeting Remind them youre always there for

consultation

During the briefing...

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We have to set the scene talk over details

describe the background set the standards coach

make agreement on how to report progress

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Handing Over The Task

Systematic and structured way Corner Stone

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Monitoring the

progress

To monitor the progress.

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We have to checking advise

review give credit

Checking

b b hi d h d l

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What should be happening?

What is actually happening?

Any substantial variation?

MINOR

MAJOR

MEGA

may be behind schedule

arrange meeting

Way off courseno blame, offer help

As if disaster is impending take over the task see it to a reasonableconclusion

Advising

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Sometimes people ask for advise even you know what should be done

always ask

they just lack of confidence not to over-dependent encourage them to treat as their own

What do you

think you shoulddo?

Reviewing

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Results with standards set earlier

Discuss how the task was performed

Congratulate the person on things that wentwell

What they have learned and areas to improve

When a job is

complete

d

Giving Credit

M k ll h diff

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Give CreditWhere Credit Is Due

Make all the differenceto their lives although isa jot of different to you

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If a job is well done, say so.Sincere praise is balm for the soul. And your staff will strive

to work that much harder.

To monitor the progress.

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We have to checking advise

review give credit

Keeping Track

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Even they are on top of a task, they stillneed checking and encouragement

Follow-up their progress without

appearing as youre watching their everymove

They need to feel theyre allowed to get

on with job and make decisions review and give credit

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Attitudes toDelegating

To have the right attitudes todelegating...

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We must be able to ... let go show trust

support mistakes obtain commitment

Letting Go

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Easier SaidThan Done

Having courage to take a calculatedrisk, by deciding to let someone elseto do a task that you would normally

do, what still accepting full responsibilityfor the results

Keep Promise Value the effortsothers have made

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ShowingTrust

Never blameNever abandoned

The key word in delegation

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The key word in delegation is trust because when you delegate,you have to give the other

person sufficient autonomy.

They must be allowed to

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SupportingMistakes

make mistakes

They shouldnt beafraid to admit it

When mistakes occur, the first reaction is to bawl our someone and find scapegoats But everyone

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scapegoats. But everyone makes mistakes. Once a mistake is made, it is made. Take a constructive

view, learn from you mistakes and avoid making them again.

Obtaining Commitment

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The MoreCommitment

You Obtained

The Greater TheChance That

Theyll Be Successful

necessary task

certain degree of autonomy

entrusted

To have the right attitudes todelegating...

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We must.. let go show trust

support mistakes obtain commitment

Delegating Successfully

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Know how to delegatebut without right attitude(letting go, show trust,

supporting mistakes,

obtaining commitment)

NOTHING!!

Choosingthe Task

must, should, can, retainknowing task requirementassessing the risk

Choosingthe People

Ace, Kings & Queens,Jack, Jokers

Know the facts, feel the

Choosingthe Task

Letting Go

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Check ListFor Delegating

the Peoplesupport

Matching task to people

BriefingSet the SceneTalk Over the DetailsDescribe the BackgroundSet Standards

CoachingReporting Progress

Monitoring

Progress

Checking Advising

ReviewingGiving Credit

Showing TrustSupporting MistakesObtaining Commitment

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The Benefits of Delegating?

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Thank You!

45856932 Delegation

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