[David Epstein, Sharyn O'Halloran] Delegating Powe(BookZZ.org)
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Transcript of Delegating Skills
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Welcome to theDelegating
SkillsWorkshop
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We must have the delegating skills ...
• one of the management success criteria
• essential managing activity
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Ground Rules
• Participate actively in all discussions
• Listen to the other view point
• Say what you think
• Keep discussion on the subject
• Be patient with other members
• Try to relate your experiences• Ask questions, other members would also
like to know
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CONTENTS
• Part 1. About Delegating
• Part 2. How To Delegate
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Part 1. ABOUT DELEGATING
• What is delegating?
• Why delegate?
• Why is it so hard to delegate?• What should we delegate? Why?
• What shouldn’t we delegate? Why?
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Part 2. HOW TO DELEGATE
• Deciding what to delegate
• Deciding who can do it
• Briefing• Monitoring progress
• Attitudes to delegating
• Checklist for delegating
• Benefits of delegating
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What do you expectto get from this
workshop?
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OBJECTIVE
• After this session we will be able toidentify:
– what is delegating – why we delegate
– who to delegate
– when to/ not to delegate and
– how to delegate
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What is delegating?
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Delegating is ….
BOSS
STAFF
YOU
Delegate
EntrustResponsibility
& Authority
RESPONSIBLE
ACCOUNTABLE
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What is delegating?
• Entrusting responsibility and authority toothers who then become responsible to usfor their results but we remain accountableto our boss what our subordinates do.
• The right to make decision
• Not merely the passing downwards of work
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2 ways of dealing with a customer
STRATEGY - A
• you ask to get facts• you decide what action to take• instruct to respond accordance with you solution
STRATEGY -B
• Ask to investigate and deal with the issue
as they consider• as long as customer’s grievance is resolved and
the customer is tied more closely to your companythan was before
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The boss who undermines hissupervisor’s decision gets anineffective supervisor in the longrun. If you do have to overrule the
supervisor, get his opinion andadvise first.
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Some bosses just love having tomake all the decisions so they don’tdelegate their authority. But theseare the people who create
bottlenecks because others have towait around for them.
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And also delegating is...
• Not merely the downwards transmissionof authority
Responsibility Vs. Accountability
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Delegating is ….
BOSS
STAFF
YOU
Delegate
EntrustResponsibility
& Authority
RESPONSIBLE
ACCOUNTABLE
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If dispense authority withoutresponsibility
If dispense responsibility without
authority
“ I’m gonna give you the freedom to take certaindecisions but I ain’t gonna hold your responsible for theoutcome.”
“ I’m gonna hold you responsible for the outcome of doing X,but I ain’t giving you any freedom or direction in the situation.”
Do-it-yourself hangman’s kit
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BOSS
STAFF
YOU
Delegate Responsibility&
AuthorityRESPONSIBLE
ACCOUNTABLE
NOT Sink or Swim Process!!
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Why Delegate?
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Face it - no matter how hardyou work, you cannot do twopersons’ job. Delegate. A goodmanager must realize that hehas to work through others tobe effective.
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Delegation equips StaffTo Solve Their Own Problem
-everyone is used to their maximum potential
-maximize the overall effectiveness of you andyour team
STAFFIf unload their problem
to you YOU
Putting MONKEY on your shoulder
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WHO’S GOT THE MONKEYS?
“Five Rules for the Care andFeeding of Monkeys”
by William Ocken and Donald Wass
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Monkey should be fed or
shot
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The monkey populationshould be kept below the
maximum number themanager has time to feed.
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Monkeys should be fed by
appointment only.
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Monkeys should be fed face-
to-face or on the telephone.
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Every monkey should havean assigned ‘next feeding
time’ and ‘degree ofinitiative’.
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Delegation gives you more timefor adding value
If you don’t delegate
Roles of employee
maintenancecrisis preventionperformance improvementchange management
You
no value added activities
Performance improvement &Change management
D l ti k di bl
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Delegation makes you dispensable
Dispensable
manager• company needs• easy target for redundancy
gets
PROMOTION
Won’t get
Indispensablemanager
• may keep job
• constantly threat tocompany’s continuity or even it’s survival
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Delegation helps you motivate yourstaff and assess their potential
• Planned transfer of authority andresponsibility can help you to retain theinterests of your staff and ultimately toretain the staff themselves.
• People hardly complain being delegatedbut they will complain about the absenceof delegation
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We delegate because delegating...
• equips staffTo solve their own problem
• gives you more timefor adding value
• makes you dispensable
• helps you motivate your staff and assesstheir potential
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Why is it so hard to
delegate?
Y ld ’t d l t
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You couldn’t delegate
• No staff• Company Policy
-you must do it yourself• Boss insists you to do it yourself
FEARor/and
IGNORANCE
Genuinereason
Not agenuinereasons
D l d ’ l l d d
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Delegator doesn’t clearly understandwhere his authority and responsibility
begins and ends
• If you are uncertain about the precise
content of your job, then you can’tdelegate properly.
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The delegator thinks he can do thework better than his staff
•It may be true but less time spend for value-added job
•They will never improve if you do their job
•Some staff pretend to be incompetent to avoiddistasteful task (regretfully it often succeed)
•To get rid of the task is to do it properly
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The delegator feels insecure
• Afraid of not being essential
•comfort zone
•frightened of appearing lazy
•frightened of consequences of mistakes
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The delegator believes in the exerciseof authority and the management
prerogative•encouraged by increasing in unemployment
•belief that managers have a right to manage and
subordinates are to do what they are told
•subordinates become incompetent
•communication breaks down
•productivity become poor
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The delegator beliefs that subordinatesare already overworked
• A defense mechanism
•must look close at what they are doing
•smoke screen
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The delegator is not willing todelegate
•excuses
•others never get a chance to prove they can do it
•belief that quicker to do it than to teach others
•lack of time-lack of will to delegate
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The delegator is not being organized
•could not sort out which tasks could/should be delegate
•it is important to take stock of what you’re doing
•your own level of personal organisation is less than ideal
•you are not able to isolate a specific task to delegate
•not recognize that your own disorganisation is at theheart of your inability to delegate
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Don’t let clutter get on top of you. A cluttered desk leaves you withthe feeling of being disorganized
and “snowed under”. Take time to re-organize your cluttered work
area.
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The delegator is feeling irreplaceable
• You are the only one who can do the job
•obstructing your own progress
•no need to get involved with day-to-day details
•more tasks can be delegated than you think
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The delegator is not trusting people
•Have been let down in the past
•do not think others will as careful as you are
•not as committed as you are
•the key word in delegation is TRUST
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The delegator is not acceptingdifferences
•looking for a clone
•recognize the strengths of people and make themost of them
•less important how they carry out the task
•“Good Enough” concept
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The delegator is givingtoo much away
•Delegation Vs. abdication
•responsibility without authority
•do not achieve results and become unresponsive
•end up having to do it all yourself
•as bad as not giving away anything at all
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It is so hard to delegate when thedelegator ...
• does not clearly understand where hisown authority and responsibility beginsand ends
• thinks he can do the work better than hisstaff
• feels insecure
• believes in the exercise of the authorityand managerial prerogative
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It is so hard to delegate when thedelegator ...
• believes that subordinates are alreadyoverworked
• is not willing to delegate
• is feeling irreplaceable
• is not trusting people
• is not accepting different• is giving too much away
Getting Going
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many good reasons
for delegating
Best use of time
develop people
able to do value added job
Main barrier Fear that they won’t get theresults they want
The key to effective delegating•what job can I give away?
•what does the job involve?•what do I need to do to ensure that people know•what they are doing?
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What should we
delegate? Why?
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Any Task Your Staff
Can Do
Better than you
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Better than you
• Younger, fitter, more recently qualified havestrengths where you weak
•use your people knowledge and experience
ultimately
•assess and utilize the strengths and theweakness for you and your people
•they know customer better than you
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At less expense than You
•paid less than you
•cost will reduce if they tackle something you
did before
•more profit if you can save time to morevalue added projects
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With better timing
•they are on the spot
•can give immediate service
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As part of their normal functions
• it’s their job rather than yours
•don’t take away if they don’t do wellin beginning
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As a contribution to their training
and development•world changing
•people need to stretch out to sustaintheir interest
•staff have to be prepared for the future
h i i bili f
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To assess their suitability forpromotion
•It is often a huge mistake to promote peoplesimply because they are good at what theyare doing now
•need to give them a taste of the role andwatch how they react
We should delegate any task that staff
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We should delegate any task that staffcan do because...
• better than us
• at less expense than us
• with better timing• as part of their normal functions
• as a contribution to their training anddevelopment
• to assess their suitability for theirpromotion
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What shouldn’t we
delegate? Why?
Overall policy and planning for yourarea of responsibility
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area of responsibility
POLICY making it clear to your staffwhat you expect from them
PLANNING
The allocation and control ofdelegated duties, the organisationof your own time, the establishment
of routines for yourself and yourteam
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A concentrated focus on your value-
added priorities
•performance improvement
•change management
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Selection, training and performance
appraisal for your immediatesubordinates
• An abrogation of your managerial accountabilityto allow any of these function to be carried out
for you by someone else
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Promotion, praise and discipline for your immediate subordinates
• it may be subject to organisational policies
and decision of others
•does not stop you from makingrecommendation
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Anything your immediate boss wants
you to do personally
• You may resist if you think that your boss
is misguided
•but if your arguments are objected then you havelittle option but to comply
i l bl f h k f
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Final accountable for the work of yourteam
• You can’t delegate this under anycircumstances
W h ld t d l t
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We should not delegate...
• overall policy and planning for our area ofresponsibility
• a concentrated focus on our value-added
priorities
• selection, training and performanceappraisal for our immediate subordinates
We ho ld ot dele te
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We should not delegate...
• promotion, praise and discipline for ourimmediate subordinates
• Anything our immediate boss wants us to
personally
• leadership for our people
• final accountability for the work of our
team
Part 2 HOW TO DELEGATE
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Part 2. HOW TO DELEGATE
• Deciding what to delegate
• Deciding who can do it
• Briefing
• Monitoring progress
• Attitudes to delegating
• Checklist for delegating• Benefits of delegating
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Clear thinking is
important. If we thinkhard enough about aproject right from thestart realistically and far-
sightedly - we’ll be onestep ahead of pitfalls.
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Deciding what to
delegate?
To Decide what to delegate
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To Decide what to delegate
• We need to…
– choose the task
– know what the task requires
– assess the risks
Knowing what the task requires
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Knowing what the task requires
• Mental process need to carry out
• Activities be performed and theequipment to be used in the task
• Relationship with other peoplenecessary to complete the task
Overhauling the filing system
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Overhauling the filing system
• Mental process logical thinking
• Activities sorting files, putting things inorder
• Relationship consulting with others
Organizing a presentation
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Organizing a presentation
• Mental process ability to plan
• Activities organizing and directing
• Relationship communicating with otherpeople to get their cooperation
Assessing the risks
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Assessing the risks
• How much risk? – What are the consequences of the job
being mismanaged, what are the chancesof that happening?
• How much responsibility?
– What obligation which you are relied uponto care about are handling over?
• How much authority? – What extent of your command and control
will you be given up?
To Decide what to delegate
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To Decide what to delegate
• We need to…
– choose the task
– know what the task requires
– assess the risks
Analyzing the job
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Analyzing the job
• To take stock of your activities
• sort them out
• analyze the requirement
• assess the risk
• wise choice
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Deciding who to
delegate?
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Whether you are a manager in a big firm or asmall company, you need to know how to
handle people if you want things to runsmoothly. The more we know about people thebetter we will be able to get along
To decide who can do the task...
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To decide who can do the task...
• We have to ….
– consider capabilities of our people
– know what our people need
– be able to match task to people
Considering Capabilities
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The Aces
•Experienced people
•need left alone unlesshelp is requested
Considering Capabilities
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The Kings & Queens
•Fairly experienced people
•need support time to time
Considering Capabilities
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The Jacks
•People who need to learn howto do
•need direction
•lack of experience = lack ofability
Considering Capabilities
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Th Jokers
•Outsiders who can becalled upon when the needarise
Knowing what people need
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Know the Facts
• area ofresponsibilities,ramifications and its
boundaries• the amount of
authority
• the standards whichyou require
• time-scale involved
Feel Support
• you will be fullysupportive
• you care about task
and want them to besuccessful
• you have confidencein their ability
Matching Task To People
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MUST JACK
SHOULD KINGS & QUEEN
CAN ACE
not enough time
need special expertise JOKER
To decide who can do the task...
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• We have to ….
– consider capabilities of our people
– know what our people need
– be able to match task to people
Analyzing People
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• Right people for right task
• Know your people’s capabilities and theirneeds
• Outcome will be good
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Briefing
During the briefing...
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• We have to…
– set the scene
– talk over details
– describe the background
– set the standards
– coach
– make agreement on how to report progress
Setting The Scene
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Why It NeedsTo Be Done
What YouWant Doing
How It FitsInto Overall
Picture
Company Product Presentation
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• What you want doing – I’d like you to take over the arrangements for our next
presentation
• Why it needs to be done
– We have found that by meeting our customers this way, wecan show them our new products very effectively
• How it fits into overall picture
– The presentation forms a key element in our marketingstrategy. It is important because it allows us to follow up
and develop the specific interests expressed by differentcustomers.
Talking Over The Details
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The Componentsof the Task
The Responsibilities You Are Handing Over
The Authority You Are Assigning
Company Product Presentation
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• The responsibilities you are handing over – You’ll be responsible for invitations, hotel booking and
presentation.
• The components of the task
– Comparing proposal from hotels, reviewing customers list,setting up presentation
• The authority you are assigning
– You can introduce yourself as the person in charge and signnecessary
For their preparation P ibl Pitf ll
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Describing TheBackground
For their preparation Possible Pitfalls
You know whole picture but they don’t
Company Product Presentation
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• Describing the background – By and large, the hotel we used has looked after us very
well, but the projector we hired was faulty so you mightwant to find another supplier this.
– We have a short presentation followed by questions whichenables people to air their concerns.
– The hall we usually use is _____ and the person you needto contact is Mr___ is rather difficult but his assistant,Mr___ is extremely competent and cannot enough to help.
Quantity
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Setting TheStandards
Q y
Quality
Time
Cost
Company Product Presentation
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• Quality – Presentation must be set up in a standard way
• Quantity
– 50 customers must be invited
• Time – Preparation must be completed by the end of the month
• Cost
– The expense should not be more than it did last year
Coaching
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GUIDEpeople to use theirown initiative and logic
• Ask Logical Questions•Provide Information•Encourage To Make Decision
•Show how it is done in the normal way•Repeat it slowly, explain why•Let them try and talk them through process•Get them to do it on their own
INSTRUCTthem in a skill
Reporting Progress
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• Making a jointly-agreed plan
• Arrange a follow-up meeting
• Remind them you’re always there for
consultation
During the briefing...
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• We have to…
– set the scene
– talk over details
– describe the background – set the standards
– coach
– make agreement on how to report progress
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Handing Over The Task
• Systematic and structured way
• Corner Stone
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Monitoring the
progress
To monitor the progress….
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• We have to – checking
– advise
– review – give credit
Checking
ma be behind sched l
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•What should be happening?
•What is actually happening?
• Any substantial variation?
MINOR
MAJOR
MEGA
•may be behind schedul
•arrange meeting
•Way off course
•no blame, offer help
• As if disaster is impending•take over the task
•see it to a reasonableconclusion
Advising
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• Sometimes people ask for advise
• even you know what should be donealways ask
• they just lack of confidence• not to over-dependent
• encourage them to treat as their own
What do you
thinkyou should
do?
Reviewing
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•Results with standards set earlier
•Discuss how the task was performed
•Congratulate the person on things that wentwell
•What they have learned and areas to improve
When a job is
complete
d
Giving Credit
Make all the diffe ence
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Give CreditWhere Credit Is Due
Make all the differenceto their lives although isa jot of different to you
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If a job is well done, sayso.Sincere praise is balmfor the soul. And yourstaff will strive
to work that muchharder.
To monitor the progress….
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• We have to – checking
– advise
– review – give credit
Keeping Track
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• Even they are on top of a task, they stillneed checking and encouragement
• Follow-up their progress without
appearing as you’re watching their everymove
• They need to feel they’re allowed to get
on with job and make decisions• review and give credit
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Attitudes toDelegating
To have the right attitudes todelegating...
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• We must be able to ... – let go
– show trust
– support mistakes – obtain commitment
Letting Go
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Easier SaidThan Done
Having courage to take a calculatedrisk, by deciding to let someone elseto do a task that you would normally
do, what still accepting full responsibilityfor the results
Keep Promise Value the effortsothers have made
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ShowingTrust
Never blameNever abandoned
The key word in delegation
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The key word in delegationis trust because when youdelegate,you have to give the other
person sufficientautonomy.
They must be allowed tomake mistakes
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SupportingMistakes
make mistakes
They shouldn’t beafraid to admit it
When mistakes occur, thefirst reaction is to bawlour someone and findscapegoats But everyone
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scapegoats. But everyonemakes mistakes. Once amistake is made, it ismade. Take a constructive
view, learn from youmistakes and avoidmaking them again.
Obtaining Commitment
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The MoreCommitment
You Obtained
The Greater TheChance That
They’ll Be Successful
necessary task
certain degree of
autonomy
entrusted
To have the right attitudes todelegating...
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• We must.. – let go
– show trust
– support mistakes – obtain commitment
Delegating Successfully
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Know how to delegate
but without right attitude(letting go, show trust,
supporting mistakes,
obtaining commitment)
NOTHING!!
Choosing
the Task
•must, should, can, retain
•knowing task requirement•assessing the risk
Choosing
the People
• Ace, Kings & Queens,Jack, Jokers
•Know the facts, feel the
Choosing
the Task
•Letting Go
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Check ListFor Delegating
the People
support•Matching task to people
Briefing•Set the Scene•Talk Over the Details•Describe the Background•Set Standards
•Coaching•Reporting Progress
Monitoring
Progress
•Checking• Advising
•Reviewing•Giving Credit
•Showing Trust•Supporting Mistakes•Obtaining Commitment
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The Benefits ofDelegating?
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Thank You!