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The Delights of Delegation Current as at May 2014.

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Presentation on theme: "The Delights of Delegation Current as at May 2014."— Presentation transcript:

1 The Delights of Delegation Current as at May 2014

2 Introduction & Overview 1.What is delegation? 2.Why delegate? 3.Pitfalls of delegation 4.Barriers to delegating 5.When to delegate 6.SMARTER to delegate 7.Levels of delegation 8.How to successfully delegate 9.Delegation don’ts 10.Top tips 11.Delegation and decision making 12.Next steps Contact Suzanne at Performance Advantage on or 2

3 What is delegation? The Oxford dictionary defines delegation as: “Entrust (a task or responsibility) to another person, typically one who is less senior than oneself.” Delegation is a two way process and people cannot be held responsible for something which they have not agreed to. Source: and Contact Suzanne at Performance Advantage on or 3

4 What is delegation? (cont.) It is important to note that there are various levels of delegation depending on the employee’s level of experience, reliability, familiarity with the task or situation, and how important the task is. At Level 1 the employee is told exactly what to do and how to do it. There is no freedom at all at this level. At the highest level, Level 10, the employee is given complete freedom and complete responsibility for part of the Manager’s job. This is rare and occurs usually when the Manager is grooming a successor. In all but the highest level of delegation the Manager ultimately retains responsibility for the outcome. Source: Contact Suzanne at Performance Advantage on or 4

5 What is delegation? (cont.) As a leader it is critical that you understand the level that each of your team members are at. To determine, consider (and monitor): Skill development Training needs Tasks that you can delegate Time that you have available to coach and support Contact Suzanne at Performance Advantage on or 5

6 Why delegate? Benefits of delegating may include: Saves you time Develops your people Develops your organisation Develops your skills as a Manager Builds capacity Creates a sense of team Develops commitment for the organisation’s vision Grooms a successor Motivates Contact Suzanne at Performance Advantage on or 6

7 Pitfalls of delegation When delegation is not done clearly and appropriately the following consequences may occur: Frustration for you Frustration for your team Demotivation Confusion Failure to achieve the task or goal Hesitation or avoidance towards delegation in future Disconnection of your team Contact Suzanne at Performance Advantage on or 7

8 Barriers to delegating How often have you heard, or tell yourself?: “It’s easier to do it myself.” “It takes longer for me to explain it than to do it.” “I don’t have the time to delegate.” “It won’t take me too long.” “I know this stuff like the back of my hand.” “No one else has the skills/knowledge.” “I don’t like to ask for help.” “People expect me to do it.” “It’s my job.” “My team is really busy.” Remember delegation allows you to make the best use of your time and skills, and helps other people in the team develop their skills, motivation and sense of purpose within the organisation. Contact Suzanne at Performance Advantage on or 8

9 Exercise Consider the statements from the previous slide. Which statement have you heard yourself say or think? How valid are each of these statements? Discuss. Contact Suzanne at Performance Advantage on or 9

10 Key points Delegation is crucial for effective management. Management is control of resources. Your people are your Number 1 resource. Contact Suzanne at Performance Advantage on or 10

11 When to delegate When deciding when to delegate consider the following key questions: 1.Does a member/s of my team have (or be given) the necessary information and/or expertise to complete the task? 2.Does the task give the team member/s an opportunity to develop their skills? 3.Will the task recur in the future? 4.Do I have enough time to delegate the task properly? 5.Should I delegate this task? (Some tasks are crucial for the organisation’s long term success and genuinely need your attention). If you can answer "yes" to some of these questions, it may be worth delegating this job. Source: Contact Suzanne at Performance Advantage on or 11

12 When to delegate Other factors to consider are: Timelines and impact –How much time is there to do the job? –What are the consequences of not getting the job done on time? –Will there be time to redo the job if necessary? –How much would other areas of the organisation be impacted? Expectations: –Would a failure be critical? –How important is the quality of the results? –Is an "adequate" result good enough? Source: Contact Suzanne at Performance Advantage on or 12

13 Exercise Consider when you will delegate. Create a checklist for when to delegate: Contact Suzanne at Performance Advantage on or 13 Items for consideration when delegatingYes/No

14 SMARTER to delegate Delegated tasks must be SMART: Specific Measurable Agreed Realistic Timebound For optimal results delegated tasks should be SMARTER: As above + Ethical Recorded Source: Contact Suzanne at Performance Advantage on or 14

15 Levels of delegation There are different levels of delegation for different groups, skill base, maturity, tasks, etc. Each level incrementally gives the person more control and assists in developing competency. Level 1 – Do exactly what I say. There is no freedom and no decision making. Level 2 – You investigate and I’ll decide. Encourages assessment of the situation but no decision making skills. Level 3 – You investigate and we’ll decide. Encourages assessment of the situation and provides an insight into the decision making process. Source: Contact Suzanne at Performance Advantage on or 15

16 Levels of delegation (cont.) Level 4 – You investigate and decide what help you need from me in assessing and handling it then we’ll decide. Encourages analysis and some decision making while providing an insight into the decision making process. Level 5 – Give me your analysis and recommendation. I’ll let you know whether you can go ahead. Encourages analysis and decision making but allows for Manager to check the thinking before going ahead. Level 6 – Decide and let me know your decision, but wait for my say so. The person is competent enough to analyze and possibly to implement but Manager controls the timing (possibly due to competence, priorities, changing factors, etc.) Source: Contact Suzanne at Performance Advantage on or 16

17 Levels of delegation (cont.) Level 7 – Decide and let me know your decision, then go ahead unless I say not to. The person is competent enough to analyze and implement and the person is now able to take control. Encourages the person to take initiative, reporting their analysis and recommendations and proceeding unless told otherwise. Level 8 – Decide and take action – let me know what you did. The person has control but allows for immediate analysis of effectiveness by the Manager. Level 9 – Decide and take action. You need not check back with me. The most freedom given while the Manager still retains responsibility. Effectiveness is not assessed until later as part of normal business analysis. Source: Contact Suzanne at Performance Advantage on or 17

18 Levels of delegation (cont.) Level 10 – This is your area of responsibility now. Decide and take action as you see fit. The most freedom you can give a person. It is delegating part of the Manager’s job and usually involves a formal change of role. Used to either develop a successor or decrease an area of the Manager’s accountability. Source: Contact Suzanne at Performance Advantage on or 18

19 Exercise Consider one of your team members. Based on your new understanding of the levels of delegation, at what level would you consider this team member to be? Can you think of other team members that are higher/lower? Why? Contact Suzanne at Performance Advantage on or 19

20 How to successfully delegate There are 9 steps to successful delegation: 1.Define the task 2.Select the person or team 3.Assess ability and training 4.Explain reasons, importance, relevance 5.State required results 6.Consider resources required 7.Agree on deadlines 8.Support and communicate 9.Monitor 10.Feedback on results. Source: Contact Suzanne at Performance Advantage on or 20

21 Checklist Contact Suzanne at Performance Advantage on or 21 Delgation tasksSpecificsDate completed/communicated 1.Define the task 2.Select the person 3.Reasons for selection 4.Reason for the task 5.Objective of task 6.Task specifics (steps) 7.Resources required 8.Timeframe 9.Milestones 10.Agreed meeting times for monitoring and feedback

22 Delegation don’ts Some areas of caution: Don’t take credit for the work Don’t delegate tasks only because you dislike them Don’t delegate as a punishment Don’t overwhelm staff with a myriad of tasks (learning takes time, trial & error). Contact Suzanne at Performance Advantage on or 22

23 Top tips Top tips of effective delegation are: Know which tasks are appropriate to delegate Determine who the task should be delegated to and when (not last minute) Delegate appropriately – level of delegation in line with competency Use SMARTER delegation when planning and initiating Clearly communicate the task to be delegated – explain and discuss Set control points (milestones) Let others know about the delegation Support – don’t control Monitor and provide feedback Allow failure to become learning. Contact Suzanne at Performance Advantage on or 23

24 Delegation & decision making Supervisors and Managers are paid to make and prioritize decisions (e.g. solve problems in a timely fashion). Effective Supervisors and Managers involve their team wherever possible in decision making, drawing on and valuing their skills and knowledge. Decision making skills are often required throughout the different levels of delegation. It is important Managers are clear on how to make good decisions so they can foster this skill in their people. Contact Suzanne at Performance Advantage on or 24

25 Decision making steps There are 8 steps to successful decision making: 1.Define the problem 2.Get the facts 3.Analyse the facts 4.Redefine the problem 5.Develop solutions 6.Select a solution 7.Implement 8.Evaluate & follow up Contact Suzanne at Performance Advantage on or 25

26 Decision making guidelines Encourage decision making creativity through risk taking, and be tolerant of honest mistakes. Develop an open atmosphere that encourages organisational members to offer and accept feedback. Be committed to the decision making process; use it, and let data, not emotions, drive decisions. Seek employees input before you make key decisions. Believe in, foster and support group decision making in the organisation. Believe that the best way to improve the quality of decisions is to ask and listen to employees who are doing the work. Seek and use high quality information. Contact Suzanne at Performance Advantage on or 26

27 Next steps 1. Get clear on your understanding of: Why you should delegate When you can delegate How you can delegate effectively 2.PRACTICE! Remember developing any skill takes time and can feel uncomfortable until you become familiar with it. 3. Get support when needed Performance Advantage offers a six session coaching program on delegation, taking you through the practical application of each of the principles touched on today - and supporting you to effectively delegate. Call Performance Advantage on Contact Suzanne at Performance Advantage on or


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