the power of delegation

Sanjay GuptaConnect: [email protected] Sanjay Gupta

The Power of Delegation


How to get others to do your work, so you can get on to what you’re really supposed to be

doing….


Delegation

“The act of delegating, or investing with authority to act for another” (dictionary.com)

“The distribution of responsibility and authority to others while holding them accountable for their performance” (lawsoncg.com)

“Delegation is giving others the authority to act on your behalf accompanied with responsibility and accountability for results”

http://www.lawsoncg.com/


So, is this effective delegation….


Why Delegate…your TIME is the most important resource

• Provides more time to focus on the “important”• Reduces your workload and stress level• More time to plan for better projects• More time for productive work – better results• More time to generate work/ business/ processes• Helps avoid the firefighting situation • You can accomplish a lot more with effective

delegation


Why Delegate….team members are important

• Builds trust & understanding among team members• Broadens opportunities for other team members• Empowers others to contribute & make good decisions• To allow everyone to feel a part of the effort and the

success• Group members feel more committed

if they have a role and feel needed


Why delegate…avoiding dependency

• To use skills and resources already within the group• To keep from burning out a few leaders• To develop new leaders and build new skills within

the group• To prevent the group from getting too

dependent on one or two leaders• To get things done in a timely manner


Consequences of NOT/poor delegating

• Poor productivity• Work stress resulting in further loss of efficiency• Time shortage for doing the important things• No time for planning/ business growth/ skill

enhancement• No new learning/ development

resulting in organizational stagnancy • Manager/ leaders become tired out


Consequences of NOT/poor delegating

• Information/ decision-making not shared by group• When leaders leave groups, no one has experience

to carry on• Group morale becomes low and people become

frustrated and feel powerless• The skills and knowledge of the group/organization

are concentrated in a few people• New members don’t find any ways to contribute to

the work of the group


Needs in Delegation

TRUSTYou must believe in the people you

delegate to

HONESTYYou must be honest with them in what

your expectations are

COMMUNICATIONYou must clearly articulate what needs to

be done


Delegation – Important Aspects

• What tasks am I currently responsible for?• What tasks should I delegate? (see below to assess)• Who is the most effective person to get this task done?• What expectations will I have for the completion of this task?• How will I know when the job is completed correctly? How will I evaluate this person

• What tasks am I currently responsible for?• What tasks should I delegate? (see below to assess)• Who is the most effective person to get this task done?• What expectations will I have for the completion of this task?• How will I know when the job is completed correctly? How will I evaluate this person

• How will I select to whom I will delegate?• How will I inform my expectations of the project to this person?• Follow up with the individual and ask them to coordinate the task/project.

• How will I select to whom I will delegate?• How will I inform my expectations of the project to this person?• Follow up with the individual and ask them to coordinate the task/project.



• Make yourself available should the person have questions.• Strengthen the lines of communication by reminding your peers that they can come to you with any questions you may have.• If you do not have the answers to their questions, be sure to make your members aware of other people they can contact for

• Make yourself available should the person have questions.• Strengthen the lines of communication by reminding your peers that they can come to you with any questions you may have.• If you do not have the answers to their questions, be sure to make your members aware of other people they can contact for

• Follow through with your expectations.• Praise when a job is well-done. Address mistakes in a proactive manner using constructive criticism.• Evaluate the process. Did the job get done? What can we do better in the future?

• Follow through with your expectations.• Praise when a job is well-done. Address mistakes in a proactive manner using constructive criticism.• Evaluate the process. Did the job get done? What can we do better in the future?



The most difficult part of the four-step process is assessing the current situation. Too often, managers/ leaders are reluctant to delegate work to other people, for fear that things won't get done the right way.

As a manager/leader, you must keep in mind that sometimes you will have to sacrifice your ideas when others are delegated projects. As long as the quality of work is acceptable, try to avoid being critical of others.


When do you delegate

• When somebody else is trained more than you in a particular area (typing etc.)

• When you don't have the time to handle your other responsibilities effectively

• When planning takes more time than implementing• When an individual has approached you with willingness to

help out on a specific project• When someone can develop themselves by taking on a

challenging task


Your delegation skills need improvement if….

• You are regularly putting in extra hours on tasks “only you can do”

• You are not confident of your direct reports’ decisions and rework their assigned tasks

• You intervene in projects assigned to others• Group morale is low and turnover is high• Your inbox is always filled to capacity


Roadblocks to delegation

• I can do it better myself/ nobody can do it as good as I can• I can’t trust my peer/colleague/subordinate• I don’t have time to involve others/ it takes too much time• I can’t delegate something I don’t know how to do myself• I can’t bring myself to delegating busy work• I can’t delegate to my friends• Everyone is already busy/ nobody else has any time either


Steps in Delegation

I Introduce the task

D Demonstrate clearly what needs to be done

E Ensure understanding

A Allocate authority, information & resources

L Let go

S Support and monitor


Introduce the Task

• Determine task to be delegated• Determine tasks to retain• Select delegate

Step 1Step 1


Introduce the Task

• Determine task to be delegated

• Determine tasks to retain

• Select delegate

• Those tasks you completed prior to assuming new role

• Those tasks your delegates have more experience with

• Routine activities• Those things not in your core

competency

• Those tasks you completed prior to assuming new role

• Those tasks your delegates have more experience with

• Routine activities• Those things not in your core

competency

Step 1Step 1


Introduce the Task



• Select delegate

• Supervision of subordinates• Long-term planning• Tasks only you can do• Assurance of program compliance• Dismissal of

volunteers/members/parents, etc.

• Supervision of subordinates• Long-term planning• Tasks only you can do• Assurance of program compliance• Dismissal of

volunteers/members/parents, etc.

Step 1Step 1


Introduce the Task



• Select delegate

• Look at individual strengths/weaknesses• Determine interest areas• Determine need for development

of delegate

• Look at individual strengths/weaknesses• Determine interest areas• Determine need for development

of delegate

Step 1Step 1


Introduce the Task

Use What-Why Statements:

I want you to do this (WHAT)….. Because (WHY) you……

Step 1Step 1


THINK….Can you

Brainstorm 5 tasks you are currently doing that could be delegated.

Determine who would serve as your best delegate for each of the tasks.

Step 1Step 1


Demonstrate Clearly

• Show examples of previous work• Explain objectives• Discuss timetable, set deadlines

Step 2Step 2


Ensuring Understanding

• Clear communication• Ask for clarification• Secure commitment• Don’t say no for them• Collaboratively determine

methods for follow-up

Step 3Step 3


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

Step 4Step 4


Let go…

• Communicate delegate’s authority• Step back, let them work• Use constrained access• Don’t allow for reverse delegation

Step 5Step 5


Support and Monitor

• Schedule follow-up meetings• Review progress• Assist, when requested• Avoid interference• Publicly praise progress and completion• Encourage problem solving

Step 6Step 6


When the assignment is complete:• Ask the employee how it went.• Provide positive reinforcement for work done

well.• Use ongoing coaching or training as necessary.• Seek employees’ input on their interests for

future projects.

Support and MonitorStep 6Step 6


Guidelines for Delegating

• Be clear about what you want done, when it should be done, and the expected results

• Delegate both tedious and interesting tasks• Be prepared to do some coaching if needed• Monitor progress (schedule dates) and

provide feedback• Keep lines of communication open,

to be available as a resource


Guidelines for Delegating

• Build a shared sense of responsibility among the team

• Focus on results, not on how tasks should be accomplished

• Develop trust in less-skilled staff by providing structured assignments

• Develop strong performers by assigning projects with high visibility


Assigning the Work

• Match the right person with the task• Clearly describe the task or project and how it

fits into the big picture• Identify roles and responsibilities for the work• Discuss deadlines and resources• Establish standards of performance and

accountability


Delegation (De)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.

However, the authority which you hold in the firm, the level of work you do and the value you add in the process is always recognized….your controlling powers actually enhance.



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 more time for yourself resulting in better productivity and more time for yourself



Compromising your own value?

Because the work is delegated to peers/ colleagues, your value in the firm gets compromised.

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…….


And, finally…..

“The secret of success is not in doing your own work but in recognizing the right [person] to do it.” ~Andrew Carnegie


Happy delegating!


Sanjay Gupta

[email protected]

www.sanjaygupta1408.com

www.sanjaygupta1408.wordpress.com

+91 9810704726

mailto:[email protected]

http://www.sanjaygupta1408.com/

http://www.sanjaygupta1408.wordpress.com/

the power of delegation

Leadership & Management

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