Art of delegation

The Art of DelegationThe Art of Delegation

Or….Or….

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

suppose to be doing….suppose to be doing….

ALCAN India Pvt. Ltd

Sakshi Sehgal…

Delegation:Delegation:

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

OR….OR….

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

Why Delegate?Why Delegate?

To use skills and To use skills and resources already resources already within the groupwithin the group

To keep from burning To keep from burning out a few leadersout a few leaders

To develop new To develop new leaders and build new leaders and build new skills within the groupskills within the group

To get things doneTo get things done

To prevent the group To prevent the group from getting too from getting too dependent on one or dependent on one or two leaderstwo leaders

To become more To become more powerful as a grouppowerful as a group

To allow everyone to To allow everyone to feel a part of the effort feel a part of the effort and the successand the success

Group members feel Group members feel more committed if more committed if they have a role and they have a role and feel neededfeel needed

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……

Top 10 Barriers to DelegationTop 10 Barriers to Delegation

SMALL GROUP ACTIVITY

Read through the 10 barriers to Read through the 10 barriers to delegation. For each barrier, reword delegation. For each barrier, reword the statement to reflect a rationale for the statement to reflect a rationale for delegation rather than a barrier.delegation rather than a barrier.

Steps in DelegationSteps in Delegation

I –Introduce 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

Introduce the TaskIntroduce the Task

Determine task to be Determine task to be delegateddelegated

Determine tasks to Determine tasks to retainretain

Select delegateSelect delegate





Those tasks you Those tasks you completed prior to completed prior to assuming new roleassuming new role

Those tasks your Those tasks your delegates have more delegates have more experience withexperience with

Routine activitiesRoutine activities Those things not in Those things not in

your core competencyyour core competency





Supervision of Supervision of subordinatessubordinates

Long-term planningLong-term planning Tasks only you can doTasks only you can do Assurance of program Assurance of program

compliancecompliance Dismissal of Dismissal of

volunteers/members/pvolunteers/members/parents, etc.arents, etc.





Look at individual Look at individual strengths/weaknessesstrengths/weaknesses

Determine interest Determine interest areasareas

Determine need for Determine need for development of development of delegatedelegate


Use What-Why Use What-Why Statements:Statements:

I want you to do….. I want you to do….. Because you……Because you……

What-Why StatementsWhat-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.

Demonstrate ClearlyDemonstrate Clearly

Show examples of previous Show examples of previous workwork

Explain objectivesExplain objectives Discuss timetable, set Discuss timetable, set

deadlinesdeadlines

Ensuring UnderstandingEnsuring Understanding

Clear communicationClear communication Ask for clarificationAsk for clarification Secure commitmentSecure commitment Don’t say no for themDon’t say no for them Collaboratively determine Collaboratively determine

methods for follow-upmethods for follow-up

Allocate…Allocate…authority, information, resourcesauthority, information, resources

Grant authority to determine process, not Grant authority to determine process, not desired outcomesdesired outcomes

Provide access to all information sourcesProvide access to all information sources Refer delegate to contact persons or specific Refer delegate to contact persons or specific

resources that have assisted previouslyresources that have assisted previously Provide appropriate training to ensure Provide appropriate training to ensure

successsuccess

Let go…Let go…

Communicate delegate’s Communicate delegate’s authorityauthority

Step back, let them workStep back, let them work Use constrained accessUse constrained access Don’t allow for reverse Don’t allow for reverse

delegationdelegation

Support and MonitorSupport and Monitor

Schedule follow-up meetingsSchedule follow-up meetings Review progressReview progress Assist, when requestedAssist, when requested Avoid interferenceAvoid interference Publicly praise progress and completionPublicly praise progress and completion Encourage problem solvingEncourage problem solving

Support and MonitorSupport and Monitor

In 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.

Delegation StressorsDelegation Stressors

Loss of control?Loss of control?

If you train your subordinates to apply the If you train your subordinates to apply the same criteria as you would yourself, then same criteria as you would yourself, then they will be exercising your control on your they will be exercising your control on your behalf.behalf.


Too much time spent on explaining tasksToo much time spent on explaining tasks

The amount of time spent up front is, in fact, The amount of time spent up front is, in fact, great. But, continued use of delegation may great. But, continued use of delegation may free you up to complete more complex tasks free you up to complete more complex tasks and/or gain you some time for yourself.and/or gain you some time for yourself.


Compromising your own valueCompromising your own value

By successfully utilizing appropriate By successfully utilizing appropriate delegation, your value to the delegation, your value to the group/organization will grow at a greater group/organization will grow at a greater rate as you will have more time to do more rate as you will have more time to do more things…….things…….

Practice Makes PerfectPractice Makes Perfect

It gets easier the more you do itIt gets easier the more you do it

You become more familiar with your You become more familiar with your delegatesdelegates

Flow-through task delegationFlow-through task delegation

Consequences of poor delegatingConsequences of poor delegating

Information and decision-making not shared by the Information and decision-making not shared by the groupgroup

Leaders become tired outLeaders become tired out When leaders leave groups, no one has experience to When leaders leave groups, no one has experience to

carry oncarry on Group morale becomes low and people become Group morale becomes low and people become

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

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

the work of the group.the work of the group.

And, finally…..And, finally…..

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

Sakshi Sehgal……

Business

Art of delegation