Presentation on theme: "The Art of Delegation Or…."— Presentation transcript:
1 The Art of Delegation Or…. How to get others to do your work, so you can get on to what you’re really suppose to be doing….Jana S. FerrisCounty Extension FacultyWashington State University ExtensionJanuary 2004
2 Delegation:“The act of delegating, or investing with authority to act for another” (dictionary.com)OR….“the distribution of responsibility and authority to others while holding them accountable for their performance.” (
3 Why Delegate? To use skills and resources already within the group To keep from burning out a few leadersTo develop new leaders and build new skills within the groupTo get things doneTo prevent the group from getting too dependent on one or two leadersTo become more powerful as a groupTo allow everyone to feel a part of the effort and the successGroup members feel more committed if they have a role and feel needed
4 Why Not? …its too hard! …it takes too much time! …nobody can do it as good as I can…nobody else has any time either……
5 Top 10 Barriers to Delegation SMALL GROUP ACTIVITYRead through the 10 barriers to delegation. For each barrier, reword the statement to reflect a rationale for delegation rather than a barrier.
6 Steps in Delegation I –Introduce the task D-Demonstrate clearly what needs to be doneE-Ensure understandingA-Allocate authority, information and resourcesL-Let goS-Support and monitor
7 Introduce the Task Determine task to be delegated Determine tasks to retainSelect delegate
8 Introduce the Task Determine task to be delegated Determine tasks to retainSelect delegateThose tasks you completed prior to assuming new roleThose tasks your delegates have more experience withRoutine activitiesThose things not in your core competency
9 Introduce the Task Determine task to be delegated Determine tasks to retainSelect delegateSupervision of subordinatesLong-term planningTasks only you can doAssurance of program complianceDismissal of volunteers/members/parents, etc.
10 Introduce the Task Determine task to be delegated Determine tasks to retainSelect delegateLook at individual strengths/weaknessesDetermine interest areasDetermine need for development of delegate
11 Introduce the Task Use What-Why Statements: I want you to do….. Because you……
12 What-Why Statements SMALL GROUP ACTIVITY In your groups, brainstorm 5 tasks you are currently doing that could be delegated.Determine who would serve as your best delegate for each of the tasks.Compose what – why statements for each of the 5 tasks brainstormed.
13 Demonstrate Clearly Show examples of previous work Explain objectives Discuss timetable, set deadlines
14 Ensuring Understanding Clear communicationAsk for clarificationSecure commitmentDon’t say no for themCollaboratively determine methods for follow-up
15 Allocate… authority, information, resources Grant authority to determine process, not desired outcomesProvide access to all information sourcesRefer delegate to contact persons or specific resources that have assisted previouslyProvide appropriate training to ensure success
16 Let go… Communicate delegate’s authority Step back, let them work Use constrained accessDon’t allow for reverse delegation
17 Support and Monitor Schedule follow-up meetings Review progress Assist, when requestedAvoid interferencePublicly praise progress and completionEncourage problem solving
18 Support and MonitorIn your group, select one task from your previous group work. Determine 5 techniques that would be effective for supporting/monitoring the progress of a delegate.
19 Delegation Stressors Loss of control? If you train your subordinates to apply the same criteria as you would yourself, then they will be exercising your control on your behalf.
20 Delegation Stressors Too much time spent on explaining tasks The amount of time spent up front is, in fact, great. But, continued use of delegation may free you up to complete more complex tasks and/or gain you some time for yourself.
21 Delegation Stressors Compromising your own value By successfully utilizing appropriate delegation, your value to the group/organization will grow at a greater rate as you will have more time to do more things…….
22 Practice Makes Perfect It gets easier the more you do itYou become more familiar with your delegatesFlow-through task delegation
23 Consequences of poor delegating Information and decision-making not shared by the groupLeaders become tired outWhen leaders leave groups, no one has experience to carry onGroup morale becomes low and people become frustrated and feel powerlessThe skills and knowledge of the group/organization are concentrated in a few peopleNew members don’t find any ways to contribute to the work of the group.
24 And, finally…..“The secret of success is not in doing your own work but in recognizing the right [person] to do it.” ~Andrew Carnegie