Delegating a New Project Team Leader Training Delegating a New Project Normal slide navigation has been disabled in order to ensure this training works properly. Macros must be enabled to complete training.

Delegating a New Project Betty’s team consists of researchers of widely varying ability and motivation. Specifically, she has a very talented senior researcher who consistently produces good work in a timely fashion. On the other hand, she has a seasoned researcher who for years now has been putting forth only slightly above the minimum effort. Unexpectedly, Betty’s chief has assigned a new research project to her team based on the chief’s interaction with Army personnel. She needs to assign this project to a team member. The project will need a lot of high quality work relatively quickly, but is not at the top of her unit’s priority list, nor is it due as soon as are some competing projects. Still, it is important to deliver quality work in a timely manner, as is always the case.

Q1. To whom should Betty assign the project and why? Question & Answer Session Q1. To whom should Betty assign the project and why?

Question & Answer Session Q2. What are the pros and cons of assigning the project to the high performing researcher? To the lower performing researcher?

Question & Answer Session Q3. How might her decision affect each researcher, the project itself, and her team’s capacity to take on other work?

Lessons Learned, Slide 1 of 2 In this scenario, Betty must choose between assigning the work to a reliable, capable researcher and one who needs more performance management (more of your time) to ensure quality work. Giving the work to the high performing researcher would increase the chances of a successful mission. However, this would (a) create a workload imbalance across her team, (b) restrict her near term ability to give unexpected high-priority or tight suspense items to her most talented person, and (c) do nothing to address the performance issues with her lower performing researcher. On the other hand, assigning the work to the lower performing researcher (a) increases the chances of a lower-quality product, (b) requires considerably more of her time to track progress and quality.

Lessons Learned, Slide 2 of 2 Sometimes the easier path, less work for you, is not the best one in the long run. Look out for opportunities to develop your researchers. Themes Breadth of Vision; Developing Subordinates; Planning and Organizing