1. CHAPTER 14 Delegating Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Overview What Delegation Means Essentials of Delegation Benefits of Delegation Why People Resist Delegation How to Delegate Successfully

2. CHAPTER 14 Delegating Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Essentials of Delegation Delegation: Giving a portion of one’s responsibility & authority to a subordinate. 3 Aspects of Delegation: Responsibility Authority Accountability

3. CHAPTER 14 Delegating Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Essentials of Delegation You have been given the responsibility for certain activities & the results they are expected to produce. You have been given the authority (rights & powers) to carry out your responsibilities. You have been given the accountability (obligation to your boss) to produce these results.

4. CHAPTER 14 Delegating Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Essentials of Delegation Chain of command: The lines of responsibility & authority in an organization that provide the anatomy of its organization chart. This shows who is responsible at each level for everything that happens or fails to happen. Channels of communication: The organizational lines (corresponding with the chain of command) along which messages are passed from one level to another.

5. CHAPTER 14 Delegating Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Figure 14.1 Anatomy of an organization.

6. CHAPTER 14 Delegating Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Benefits of Delegation Supervisors can fall back into a coaching and supportive role. More & better work from happier people Development of promising people Greater efficiency Improved leadership skills

7. CHAPTER 14 Delegating Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Benefits of Delegation The ways that people to whom you delegate can benefit are: They become more productive and valuable to the organization and team. By learning new things, they improve their self-esteem. They become resources for people who need help and function as backups when needed.

8. CHAPTER 14 Delegating Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Delegating Some leaders have trouble delegating because they: They don’t believe it will work. They are unable to let go because they don’t think it will get done correctly. They feel that without them everything will fall apart They cannot shift from doing the work to managing people. They do not want to take responsibility for the mistakes of others. They find it quicker & easier to do themselves. They are reluctant to lose touch. They have no willing & qualified workers.

9. CHAPTER 14 Delegating Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Why Some Employees Don’t Accept Responsibility Some associates: Are unable, unwilling, or both. Fear failure. Fear the consequences of making mistakes. Fear rejection by other workers. See added responsibility as meaningless extra work (job loading). Like their job as it is/do not want more.

10. CHAPTER 14 Delegating Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved How to Delegate Successfully Conditions for success include: Advance planning A positive attitude toward your people Trust on both sides Ability to let go & take risks Good communication Commitment

11. CHAPTER 14 Delegating Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Steps in Delegation 1. Plan: Identify tasks that can be assigned to someone else. Choose the right person for the responsibility. 2. Develop the task in detail: Define the area of responsibility, the activities that must be carried out, the results you expect, and the authority necessary to fulfill the responsibility. Spell out the specific authority that goes with the responsibility delegated.

12. CHAPTER 14 Delegating Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Steps in Delegation 3. Delegate: Responsibility & authority, establish accountability, agreement on the employees part (“the contract”), & set up checkpoints. 4. Follow up: Train employees as needed. Slip into a coaching style. Don’t let the responsibility you have given to them fall back on you Don’t accept reverse delegation.

13. CHAPTER 14 Delegating Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Figure 14.2 A way of organizing tasks that can be delegated.

14. CHAPTER 14 Delegating Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Figure 14.3 A way of planning the assignment of tasks to be delegated.

15. CHAPTER 14 Delegating Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Common Mistakes in Delegation Not communicating clearly Over-supervise Not taking enough time to train Not giving enough support Delegating without setting up controls Assign dead-end tasks without any incentive Delegating to the wrong person Delegating unpleasant boss-subordinate tasks Setting up overlapping responsibilities

16. CHAPTER 14 Delegating Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Adapting to Your Situation It makes sense to: Delegate time-consuming routine tasks others can & are willing to do. Train others to take over tasks & responsibilities that must continue when you are not there. Delegate tasks & responsibilities that motivate & develop your people. Plan such growth for people of high potential.