Leadership III: Delegating LEADERSHIP III STRATEGIES FOR SUPERVISORY SUCCESS.

Leadership III: DelegatingLeadership III: Delegating

LEADERSHIP IIILEADERSHIP III

STRATEGIES FORSTRATEGIES FOR

SUPERVISORY SUCCESSSUPERVISORY SUCCESS

LEADERSHIP IIILEADERSHIP III

Situational LeadershipSituational Leadership

DelegatingDelegating CoachingCoaching DisciplineDiscipline

OBJECTIVESOBJECTIVES

Define delegation.Define delegation. Identify the: Identify the: • benefits of effective delegation.benefits of effective delegation.• barriers to effective delegation.barriers to effective delegation.• nine principles of effective nine principles of effective

delegation.delegation.• consequences of reverse delegation.consequences of reverse delegation.

OVERVIEWOVERVIEW

What is Delegation?What is Delegation? Benefits of DelegationBenefits of Delegation Barriers to DelegationBarriers to Delegation Principles of DelegationPrinciples of Delegation Reverse DelegationReverse Delegation

SITUATIONAL LEADERSHIPSITUATIONAL LEADERSHIP

DirectingDirecting CoachingCoaching SupportingSupporting DelegatingDelegating

INTRODUCTION TO INTRODUCTION TO DELEGATIONDELEGATION

VideoVideo

DELEGATION =DELEGATION =

The sharing of authority, The sharing of authority, responsibility, and accountability responsibility, and accountability

between two or more peoplebetween two or more people

AUTHORITY =AUTHORITY =

The right to make decisions and The right to make decisions and take actiontake action

RESPONSIBILITY =RESPONSIBILITY =

Having an obligation to make Having an obligation to make decisions and take actiondecisions and take action

ACCOUNTABILITY =ACCOUNTABILITY =

Having to answer for resultsHaving to answer for results

DELEGATION TAKES PLACE DELEGATION TAKES PLACE WHENEVER SOMEONE WHENEVER SOMEONE

ASSUMES RESPONSIBILITY ASSUMES RESPONSIBILITY FOR TASK(S) ASSIGNED TO FOR TASK(S) ASSIGNED TO

AN INDIVIDUAL AT A HIGHER AN INDIVIDUAL AT A HIGHER LEVEL.LEVEL.

LEADERSHIP =LEADERSHIP =

The process of influencing others The process of influencing others toward the achievement of toward the achievement of

organizational goalsorganizational goals

Maximizing Subordinate potential Maximizing Subordinate potential through delegationthrough delegation

ACTIVITY 1ACTIVITY 1

BENEFITSBENEFITS

BENEFITS FOR THE BENEFITS FOR THE SUPERVISORSUPERVISOR

More tasks in less timeMore tasks in less time Ability to concentrate on more Ability to concentrate on more

critical issuescritical issues Increased unit moraleIncreased unit morale Increased unit productivityIncreased unit productivity More effective leadershipMore effective leadership Better time managementBetter time management

BENEFITS FOR THE BENEFITS FOR THE SUBORDINATESUBORDINATE

Increased knowledgeIncreased knowledge Leadership developmentLeadership development Increased motivationIncreased motivation Better understancing of Better understancing of

organizational goalsorganizational goals Self-esteemSelf-esteem

BENEFITS FOR THE BENEFITS FOR THE ORGANIZATIONORGANIZATION

Better time managementBetter time management More effective use of human More effective use of human

resourcesresources Development of future leadersDevelopment of future leaders Increased organizational Increased organizational

effectivenesseffectiveness

BARRIERSBARRIERS

BARRIERS TO DELEGATIONBARRIERS TO DELEGATION

Believe it is “wrong” Believe it is “wrong” Fear of being “shown up”Fear of being “shown up” Believing you can do it better/fasterBelieving you can do it better/faster Lack of confidence in subordinatesLack of confidence in subordinates ““Favorite” tasksFavorite” tasks ControlControl Lack of self-confidenceLack of self-confidence

Believe it is “wrong” Believe it is “wrong”

GETTING THE JOB DONEGETTING THE JOB DONE

does does notnot mean mean

DOING IT ALL YOURSELFDOING IT ALL YOURSELF

Believe it is “wrong” Believe it is “wrong” Fear of being “shown Fear of being “shown

up”up”

EFFECTIVE LEADERS EFFECTIVE LEADERS ARE COMMITTED TO ARE COMMITTED TO MAXIMIZING THE MAXIMIZING THE POTENTIAL OF EACH POTENTIAL OF EACH SUBORDINATESUBORDINATE

Believing you can do it better/fasterBelieving you can do it better/faster Lack of confidence in subordinatesLack of confidence in subordinates ““Favorite” tasksFavorite” tasks

ALL TASKS ASRE NOT EQUALALL TASKS ASRE NOT EQUAL

YOU DO THEM MORE OFTENYOU DO THEM MORE OFTEN

YOU MUST HELP SUBORDINATES GROWYOU MUST HELP SUBORDINATES GROW

EFFECTIVE LEADERS UNDERSTAND EFFECTIVE LEADERS UNDERSTAND THE PROCESS OF DELEGATINGTHE PROCESS OF DELEGATING

1.1. Delegate the right taskDelegate the right task

2.2. Delegate to the right personDelegate to the right person

3.3. Define responsibilityDefine responsibility

4.4. Delegate authorityDelegate authority

5.5. Get agreementGet agreement

6.6. Demand accountabilityDemand accountability

7.7. Establish feedback mechanismsEstablish feedback mechanisms

8.8. Provide for emergenciesProvide for emergencies

9.9. Reward accomplishmentsReward accomplishments

THE RIGHT TASKTHE RIGHT TASKDO NOT DELEGATEDO NOT DELEGATE

Supervisor-to-subordinate Supervisor-to-subordinate responsibilitiesresponsibilities

Confidential dutiesConfidential duties High-risk tasksHigh-risk tasks The vital fewThe vital few

(Examples?)(Examples?)

THE RIGHT TASKTHE RIGHT TASKCONSIDER DELEGATINGCONSIDER DELEGATING

Any routine taskAny routine task A task you have A task you have

been putting offbeen putting off A task you have A task you have

been wrestling been wrestling withwith

An unexpected An unexpected requirementrequirement

A “headache”A “headache”

1. DELEGATE THE RIGHT 1. DELEGATE THE RIGHT TASKTASK

List all tasksList all tasks

Evaluate each task for potential Evaluate each task for potential delegationdelegation

Select one or twoSelect one or two

2.DELEGATE TO THE RIGHT 2.DELEGATE TO THE RIGHT PERSONPERSON

CompetenceCompetence ReadinessReadiness Self-Self-

confidenceconfidence CredibilityCredibility

3. DEFINE RESPONSIBILITY3. DEFINE RESPONSIBILITY

What?What? How much?How much? How well?How well? By whom?By whom? With whom?With whom? When?When?

Share Share knowledge of knowledge of why.why.

Provide for Provide for appropriate appropriate training.training.

4. DELEGATE AUTHORITY4. DELEGATE AUTHORITY

The right to make The right to make decisions and take decisions and take actionaction

Specify limitsSpecify limits• Seek approval Seek approval

before taking actionbefore taking action• Take action and Take action and

report resultsreport results• Take actionTake action

5. GET AGREEMENT5. GET AGREEMENT

Opportunity to accept or refuseOpportunity to accept or refuse Acceptance = Commitment = Acceptance = Commitment =

EffortEffort

6. DEMAND 6. DEMAND ACCOUNTABILITYACCOUNTABILITY

Having to answer for resultsHaving to answer for results

7. ESTABLISH FEEDBACK 7. ESTABLISH FEEDBACK MECHANISMSMECHANISMS

Periodic feedback reportsPeriodic feedback reports Determine frequency based on:Determine frequency based on:• ComplexityComplexity• ImportanceImportance• Subordinate competenceSubordinate competence

Do not abdicateDo not abdicate Do not micro-manageDo not micro-manage Tolerate differencesTolerate differences

8. PROVIDE FOR 8. PROVIDE FOR EMERGENCIESEMERGENCIES

Contingency Contingency plansplans

Remain Remain interested but interested but not nosynot nosy

9. REWARD 9. REWARD ACCOMPLISHMENTSACCOMPLISHMENTS

THE PROCESS OF DELEGATINGTHE PROCESS OF DELEGATING

EVALUATING THE DELEGATING EVALUATING THE DELEGATING PROCESSPROCESS

SM DG-9SM DG-9 Scenario 1, 2-5Scenario 1, 2-5

REVERSE DELEGATION =REVERSE DELEGATION =

When a supervisor accepts When a supervisor accepts responsibility for a subordinate’s responsibility for a subordinate’s

workwork

CONSEQUENCES OF CONSEQUENCES OF REVERSE DELEGATIONREVERSE DELEGATION

Takes time away from required Takes time away from required taskstasks

Rewards subordinate for Rewards subordinate for unacceptable performanceunacceptable performance

Reduces leader’s credibilityReduces leader’s credibility Prevents subordinate growth Prevents subordinate growth

and developmentand development

HOW TO AVOID REVERSE HOW TO AVOID REVERSE DELEGATIONDELEGATION

Provide feedbackProvide feedback Provide trainingProvide training

Give it Back!!Give it Back!!

THE PROCESS OF DELEGATINGTHE PROCESS OF DELEGATING

DELEGATE FOR SUCCESSDELEGATE FOR SUCCESS

Know yourselfKnow yourself Know your subordinatesKnow your subordinates Follow the rulesFollow the rules Take your timeTake your time Believe you can!Believe you can!

““When the best leader’s When the best leader’s work is done, the people work is done, the people say: ‘We did it ourselves!’”say: ‘We did it ourselves!’”

Lao-TsuLao-Tsu

Leadership III: Delegating LEADERSHIP III STRATEGIES FOR SUPERVISORY SUCCESS.

Documents

Transcript of Leadership III: Delegating LEADERSHIP III STRATEGIES FOR SUPERVISORY SUCCESS.

Becoming A Delegating Superhero

Delegating Skills

Campaign Skills Trainer’s Guide 2_Leadership Styles and Skills.pdffour leadership styles explaining meanings of directing, coaching, supporting and delegating: TP 7 On the blank

From Delegating to Empowering

Authentic Leadership Part Iii

7TG Delegating to Volunteers

Delegating National Security

Chapter III tic Leadership

Delegating in a Dynamic Healthcare Environment

Delegating Access to your AWS Environment

Barkow- Delegating Sentencing

Michigan Law Review Delegating Tax

Delegating for Success - Allenbaugh

SITUATIONAL LEADERSHIP • DELEGATING • COACHING • … SD/Training/Officer- Leadership/NFA/NFA Leadershi… · • delegating • coaching • discipline federal emergency management

Delegating Performance Evaluation...Delegating Performance Evaluation Igor Letina, Shuo Liu and Nick Netzer November 4, 2016 Abstract ...

Course Catalog - ePath Learning · Delegating Work 5 Developing and Coaching Employees 8 Discussing Total Compensation 5 ... Leadership Essentials 12 Leading the Organization Strategy

Agile Manager series: Delegating Work

Leadership (Business Skills) · 2. Coaching Essentials* 3. Creating a Strong Leadership Team 4. Delegating* 5. Developing and Leading an Effective Team* 6. Developing Yourself as

The delegating scoutmaster 2014 BSA

Leadership III for Fire and EMS: Strategies for Supervisory Success€¦ · · 2013-04-09c. Strategies for Supervisory Success (Situational Leadership; Delegating; ... Captain f.