Art of delegation

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Transcript of Art of delegation

  • 1. The Art of DelegationOr.How to get others to do your work, so you can get on to what youre really suppose to be doing. Sakshi Sehgal ALCAN India Pvt. Ltd

2. Delegation:The act of delegating, or investing withauthority to act for another( distribution of responsibility andauthority to others while holding themaccountable for their performance.( 3. Why Delegate? To use skills and To prevent the groupresources already from getting toowithin the groupdependent on one ortwo leaders To keep from burning To become moreout a few leaders powerful as a group To develop new To allow everyone toleaders and build new feel a part of the effortskills within the group and the success To get things done Group members feelmore committed ifthey have a role andfeel needed 4. 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 5. Top 10 Barriers to DelegationSMALL GROUP ACTIVITYRead through the 10 barriers todelegation. For each barrier, rewordthe statement to reflect a rationale fordelegation rather than a barrier. 6. Steps in DelegationI Introduce the taskD-Demonstrate clearly what needs to be doneE-Ensure understandingA-Allocate authority, information and resourcesL-Let goS-Support and monitor 7. Introduce the Task Determine task to bedelegated Determine tasks toretain Select delegate 8. Introduce the Task Determine task to be Those tasks youdelegatedcompleted prior to Determine tasks to assuming new roleretain Those tasks your Select delegatedelegates have more experience with Routine activities Those things not in your core competency 9. Introduce the Task Determine task to be Supervision ofdelegatedsubordinates Determine tasks to Long-term planningretain Tasks only you can do Select delegate Assurance of program compliance Dismissal of volunteers/members/p arents, etc. 10. Introduce the Task Determine task to be Look at individualdelegatedstrengths/weaknesses Determine tasks to Determine interestretain areas Select delegate Determine need for development of delegate 11. Introduce the Task Use What-Why Statements: I want you to do..Because you 12. What-Why StatementsSMALL GROUP ACTIVITY In your groups, brainstorm 5 tasksyou are currently doing that could be delegated.Determine who would serve as yourbest delegate for each of the tasks.Compose what why statements for each of the 5 tasks brainstormed. 13. Demonstrate Clearly Show examples of previouswork Explain objectives Discuss timetable, setdeadlines 14. Ensuring Understanding Clear communication Ask for clarification Secure commitment Dont say no for them Collaboratively determine methods for follow-up 15. Allocateauthority, information, resources Grant authority to determine process, notdesired outcomes Provide access to all information sources Refer delegate to contact persons or specificresources that have assisted previously Provide appropriate training to ensuresuccess 16. Let go Communicate delegatesauthority Step back, let them work Use constrained access Dont allow for reversedelegation 17. Support and Monitor Schedule follow-up meetings Review progress Assist, when requested Avoid interference Publicly praise progress and completion Encourage problem solving 18. Support and MonitorIn your group, select one task from yourprevious group work. Determine 5techniques that would be effective forsupporting/monitoring the progress of adelegate. 19. Delegation StressorsLoss 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. 20. Delegation StressorsToo much time spent on explaining tasksThe 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. 21. Delegation StressorsCompromising your own valueBy 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. 22. Practice Makes PerfectIt gets easier the more you do itYou become more familiar with your delegatesFlow-through task delegation 23. Consequences of poor delegating Information and decision-making not shared bythe group Leaders become tired out When leaders leave groups, no one has experienceto carry on Group morale becomes low and people becomefrustrated and feel powerless The skills and knowledge of thegroup/organization are concentrated in a fewpeople New members dont find any ways to contribute tothe work of the group. 24. And, finally..The secret of success is not in doing your own workbut in recognizing the right [person] to do it.~Andrew Carnegie Sakshi Sehgal