DELEGATION - Ready Set Present ... Delegation Recognize the steps toward effective delegation and...

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Transcript of DELEGATION - Ready Set Present ... Delegation Recognize the steps toward effective delegation and...

  • DELEGATION

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  • 2

    Program Objectives ( 1 of 3 )

    Delegation

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    Understand the benefits of delegation.

    Define delegation, and identify its benefits and uses.

    Explain the basic methods involved in successful

    delegation.

    Explore the methods and techniques of delegation.

    Explain how to overcome resistance to a delegated

    task.

  • 3

    Program Objectives ( 2 of 3 )

    Delegation

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    Recognize the steps toward effective delegation

    and the skills needed for it.

    Learn the key steps in the control process.

    Explain how to utilize recognition, rewards, and

    sanctions.

    Use two-way communication to improve the level

    of understanding.

  • 4

    Program Objectives ( 3 of 3 )

    Delegation

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    Form a plan of action to increase your use of

    delegation and the success of the task you delegate.

    Practice delegating new tasks.

    Identify your own strengths and limitations in the

    process.

  • A CHALLENGE

    Please write a one sentence definition of

    EFFECTIVE DELEGATION.

  • 6

    Definition Delegation

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    Appointing a person to act on one's behalf.

  • 7

    Another Definition Delegation

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    Delegation is the entrusting of authority,

    power and responsibility to another.

  • 8

    Etymology Delegation

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    The word “delegation” was first used to mean “the act of delegating” in the 1610’s.

    It was previously used as “delagacie” in the mid-15th century.

    It is possibly from the French word, “délégation” or directly from the Latin word, “delegationem.”

    Online Etymology Dictionary

  • 9

    Quote Delegation

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    “Whatever the source of the leader’s ideas, you

    cannot inspire your people unless one expresses

    vivid goals, which in some sense, they want.”

    David McClelland

  • 10

    Delegation Diagram Delegation

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    Review

    Get involved

    Decide and agree on a goal

    Understand concerns, feelings, and suggestions

    Clarify objectives

    Understand and assess the task

    Model adapted from Leadership Champions

  • Do’s Don’t ‘s

    11

    Do’s and Don’t’s (1 of 4)

    Delegation

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    Give reasonable deadlines. Give unreasonable deadlines.

    Expect an employee to do a task out of

    their area of expertise. Provide training on how to perform the task.

    Provide assistance and feedback. Micromanage.

  • Do’s Don’t ‘s

    12

    Do’s and Don’t’s (2 of 4)

    Delegation

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    Check for progress. Expect the employee to complete the task without

    checking on them once in a while.

    Assign necessary tasks. Assign unnecessary, unpleasant tasks.

    Review the delegate’s work. Accept the delegate’s work without reviewing it.

  • Do’s Don’t ‘s

    13

    Do’s and Don’t’s (3 of 4)

    Delegation

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    Provide opportunities to willing employees. Require assistance of employees who are reluctant to help.

    Reward and/or recognize the delegate’s hard work. Ignore the delegate’s hard work.

    Choose a reliable delegate. Choose an unreliable delegate.

  • Do’s Don’t ‘s

    14

    Do’s and Don’t’s (4 of 4)

    Delegation

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    Provide written instructions. Expect the delegate to remember instructions that are

    not in writing.

    Ask for volunteers. Assign the job to someone who is unwilling.

    Give full credit to the delegate. Take credit for delegated work.

  • 15

    Scenarios (1 of 6)

    Delegation

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    Scenario #1:

    You have delegated a task, and you do not think that the person

    is doing a good job.

    What do you do?

  • 16

    Scenarios (2 of 6)

    Delegation

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    Give the delegate constructive feedback.

    Provide training on how to perform the task.

    Give written instructions.

    Ask the delegate if they are in need of assistance.

    Compliment the delegate on what they are doing correctly.

    Tell the delegate what you want them to do.

  • 17

    Scenarios (3 of 6)

    Delegation

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    Scenario #2

    You have delegated a task, and the person has not made enough

    progress for the upcoming deadline.

    What do you do?

  • 18

    Scenarios (4 of 6)

    Delegation

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    Schedule check-ins to monitor progress.

    Ask if there is a problem.

    Ask if the delegate needs assistance.

    Remind the delegate that the deadline is approaching.

    If possible, move the deadline to a more reasonable date.

  • 19

    Scenarios (5 of 6)

    Delegation

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    Scenario #3

    You have delegated authority, and the delegate has

    been over-stepping.

    What do you do?

  • 20

    Scenarios (6 of 6)

    Delegation

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    Remind the delegate what they have authority over and what they do not.

    Ask the delegate to be more careful about using authority.

    Remind the delegate that they are acting on your behalf.

    Take away some authority from the delegate, while still allowing them to have some authority.

  • 21

    Successful Delegation Delegation

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    Makes work easier.

    Improves efficiency.

    Increases employee effectiveness.

    Develops employees.

    Ensures that the right people do the right jobs.

  • 22

    Why Is It Useful? Delegation

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    It decreases the

    amount of

    responsibility that

    managers have.

    It increases a

    manager’s capacity to

    be productive.

  • 23

    Manager Benefits Delegation

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    Decreases stress

    Decreases number of responsibilities

    Allows time for more important tasks

    Improves time management

    Develops more skilled and reliable employees

    Increases trust in employees

  • 24

    Employee Benefits Delegation

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    Develops skills

    Provides new tasks and responsibilities that inspire interest

    Increases self-esteem and confidence

    Increases motivation

    Provides opportunities

    Increases trust

  • 25

    Employee Benefits Delegation

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    Choose a delegate who…

    Has strengths that are compatible with the task.

    Has a job with which the task is consistent.

    Has a job with which the task is consistent.

    Is not already overwhelmed by work.

    Is seeking an opportunity for self-improvement and increased responsibilities.

    Has sufficient training and experience.

    Is responsible, reliable, trustworthy, and is a hard worker.

  • Requires the delegate to perform a task

    Puts the delegate in a position of inferiority

    Makes the delegate accountable for the

    task

    26

    Delegating Authority vs. Tasks Delegation

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    Gives the delegate the power to lead others

    Gives the delegate superiority over other employees

    Makes the delegate assign responsibilities to other employees

    Shifts

    respons-

    ibility to

    another

    person

  • 27

    Employee Training Delegation

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    Cross-training Makes Employees More

    Promotable. Skilled. Aware. Valuable.

  • DELEGATE TO GET HELP!

  • Authority: Authority can be delegated as

    long as it is within reason.

    Responsibility: Even if a manager delegates work,

    the ultimate responsibility is the manager’s.

    Accountability: Managers can hold employees

    accountable for tasks that they delegate to them.

    29

    Is Clarity Essential? Delegation

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  • 30

    Delegation! Delegation

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    This does not mean relinquishing a

    position.

    It means delegating tasks that can be

    performed by others.

    Delegation NOT Abdication

  • 31

    Five Reasons To Delegate (1 of 2)

    Delegation

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    Keeps employees

    informed and capable.

    Encourages employees

    to succeed.