Delegation in the workplace PRESENTED BY: STEPHEN SHROPSHIRE JENNIFER MARLOW

Objectives  Facing your fear of delegation  Delegating the right task to the right people in the right way and at the right time  Step by step approach on what you want to delegate to them and how you need to do it  Delegating with a time line versus building teams and people

Delegation  What is delegation?  Why is delegation important?  Who can delegate?  When to delegate.  How do you delegate effectively?

“Delegation is the assignment of any responsibility or authority to another person (normally from a manager to a subordinate) to carry out specific activities. Delegation is a shift of decision and authority from one organizational level to another.”

Introduction  Delegation is the only solution to cope with an increasing workload from and for managers as the organizations grow.

Why Should you delegate?

Why Not?

Delegation & It’s importance!!! DELEGATES ABILITY AND COMPETENCY VESTING OF AUTHORITY ACCOUNTABILITY

Importance of Delegation SAVES TIME SUPERIORS ARE ABLE TO FOCUS ON HIGH VALUE SUBORDINATES SKILLS & ABILITIES GROW SECOND LINE OF LEADERSHIP

Importance of Delegation Delegation is not just handing jobs off, it is considered to be an approach to increase productivity and for the team to reach their potential.

Benefits of Delegation Personnel Supervisor/Manager Benefits o Increased trust o Improved time management o Reduced stress Employee Benefits o Sense of achievement o Elevate confidence and self-esteem o Skill development and professional knowledge Company  Organizational Benefits o Increased productivity o Increased efficiency o Increased teamwork

Knowing when to delegate  When the tasks is of low priority but needs a timely response.  When you don’t have time to do it because you need to focus on other things.  When you want an employee to grow or need to establish trust.  To train an employee to one day take your role. PRIORITIZING YOUR WORKLOAD!!!!

Scenario 1 NEW EMPLOYEE JUST STARTED - NO TRUST/CREDIBILITY SHY OR NERVOUS/DOESN’T MAKE FRIENDS EASY YOU HAVE WORK RUNNING OUT OF YOUR EARS

When to not delegate/The difference  When it deals with sensitive information  Evaluations or personal issues  BUSYWORK unless absolutely necessary  If it is completely beyond your associates scope  If their workload is already completely full

Considerations before delegating  Determine the need  Determine the priority  Look for the strengths/weaknesses of the individual  Look at resources and time frame

Steps in Delegation I- Introduce the task D- Demonstrate clearly what needs to be done E- Ensure understanding A- Allocate authority, resources and information L- Let Go S- Support and Monitor

Introducing the Task  Determine which task to give to the employee  Determine what will be needed to complete the task  Determine a realistic time frame  Select the right person

Demonstrate Clearly  Explain objectives  Show examples of the work that was previously done  Discuss timelines and set your deadlines on when it needs to be finished.  Offer support when needed  Schedule a day to measure progress

Ensuring Understanding  Communication is the key so make sure you are clear on what needs to be done  Don’t just ask if they understand what you are asking of them, make them repeat it back to you  Secure the commitment before you set them free

Allocate.. Resources, information, and authority  Provide the appropriate training to ensure success  Provide access to all the necessary information  Grant authority to determine outcomes and not your desired process  Refer delegate to a contact person that already has done the task for support

Time to let go  Take a step back and let them learn and work towards your desired outcome  Let them solve their own problems  Communicate the authority given but express boundaries on what can and can not be done  WALK AWAY but be there if needed

Stressors

Stressors  Loss of control  Spending too much time of explaining the task at hand  Not making the goal clear and having to redo everything  Poor planning on both manager and employee

Barriers of delegation Knowing when to delegate To whom should you delegate Lack of support Failure to plan Lack of communication skills Fear of letting go Micromanagement

Barriers o Lack of confidence in subordinates o Lack of Ability to Direct o Lack of Developing controlling system o “I’m the best” attitude

Barriers On Subordinates side  Fear of Overburden  Lack of resources  Lack of adequate Information  Lack of incentives Fear of failure Fear of criticism

Scenario 2 TO BUSY TO HELP/VERBAL JUDO

Poor Delegating Consequences  Morale becomes low and then people become frustrated  People will start to feel unvalued and useless  Leaders become tired from being overloaded  The knowledge and skill are concentrated in just a few select people  Leaders leave, no one to stand up and take their spot  Information is not discussed amongst the group  Lack of Unity and trust in the department

Practice Makes Perfect Keep doing it and it will get easier. You will become more familiar with your associates abilities and delegation will be easier each time.

Brainstorming activities: Brainstorm activities: Three tasks that you get monthly, that can be delegated What kind of time would it free up to delegate them?  Who would you use, why would you delegate those tasks, how would you go about delegating them, how would you measure progress and ensure success

Summary “Delegation is a process of giving authority to employees or subordinates to cope with the work load, by allocating resources and authority, which allows managers to maximize their time.” DO IT FOR YOURSELF

“The secret of success is not in the doing your own work but in recognizing the right (person) to do it.” ~ ANDREW CARNEGIE~