18 the science of delegation

7/29/2019 18 the Science of Delegation

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The Science of Delegation

e1Procedures Software House

www.e1procedures.com


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How to get others to do your work,

so you can get on to what youre

really suppose to be doing.

Or..


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Delegation:

The science 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.


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Why Delegate?

To use skills andresources already

within the group

To keep from burning

out a few leaders

To develop new

leaders and build new

skills within the group To get things done

To prevent the groupfrom getting toodependent on one ortwo leaders

To become morepowerful as a group

To allow everyone tofeel a part of the effort

and the success Group members feel

more committed ifthey have a role and

feel needed


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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.


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Why Not?

its too hard!

it takes too much time!

nobody can do it as good as I can

nobody else has any timeeither


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Top 10 Barriers to Delegation

SMALL GROUP ACTIVITY

Read through the 10 barriers to

delegation. For each barrier, reword

the statement to reflect a rationale for

delegation rather than a barrier.


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Steps in Delegation

IIntroduce the task

D-Demonstrate clearly what needs to be done

E-Ensure understanding

A-Allocate authority, information and resources

L-Let go

S-Support and monitor


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Introduce the Task

Determine task to be

delegated

Determine tasks toretain

Select delegate


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Introduce the Task

Determine task to bedelegated


Select delegate

Those tasks youcompleted prior toassuming new role

Those tasks yourdelegates have moreexperience with

Routine activities Those things not in

your core competency


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Introduce the Task


delegated

Determine tasks to

retain Select delegate

Supervision of

subordinates

Long-term planning

Tasks only you can do

Assurance of program

compliance

Dismissal ofvolunteers/members/p

arents, etc.


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Introduce the Task


delegated


Select delegate

Look at individual

strengths/weaknesses

Determine interest

areas

Determine need for

development ofdelegate


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Introduce the Task

Use What-Why Statements:

I want you to do.. Because you


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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 whatwhy statements for each of the 5

tasks brainstormed.


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Demonstrate Clearly

Show examples of previous

work Explain objectives

Discuss timetable, set

deadlines


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Ensuring Understanding

Clear communication

Ask for clarification

Secure commitment

Dont say no for them

Collaboratively determine methods forfollow-up


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Allocate authority, information, resources

Grant authority to determine process, not

desired outcomes

Provide access to all information sources

Refer delegate to contact persons or specific

resources that have assisted previously

Provide appropriate training to ensure success


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Let go

Communicate delegates authority

Step back, let them work Use constrained access

Dont allow for reverse delegation


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Support and Monitor

Schedule follow-up meetings

Review progress

Assist, when requested

Avoid interference

Publicly praise progress and completion

Encourage problem solving


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Support and Monitor

In your group, select one task from your

previous group work. Determine 5

techniques that would be effective forsupporting/monitoring the progress of a

delegate.


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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.


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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.


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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.


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Practice Makes Perfect

It gets easier the more you do it

You become more familiar with your

Delegates

Flow-through task delegation
http://www.clipartguide.com/_pages/0511-0701-3116-0623.html


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Consequences of poor delegating

Information and decision-making not shared by thegroup

Leaders become tired out

When leaders leave groups, no one has experienceto carry on

Group morale becomes low and people becomefrustrated and feel powerless

The skills and knowledge of the group/organizationare concentrated in a few people

New members dont find any ways to contribute tothe work of the group.


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And, finally..

The secret of success isnot in doing your ownwork but in recognizingthe right [person] to do it.


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THANK YOU

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