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THE ART OF DELEGATIONTHE ART OF DELEGATION
How to getHow to getothers to do your work,others to do your work,so you can get on toso you can get on towhat you’rewhat you’rereally supposereally supposeto be doing….to be doing….
Jana S. FerrisJana S. FerrisCounty Extension FacultyCounty Extension FacultyWashington State University ExtensionWashington State University Extension
Utilization of skill which is already exist in the group
Bring out the next in line
Getting things done
Prevent the depth of dependency
Allow group to feel a part of their effort is success
To Invent innovative minds
• 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
Task to be delegatedTask to be delegated
Tasks to Retain
Tasks to Retain
• 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.
• 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
DelegateDelegate
DetermineDetermine
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.
“ I want you to do….. Because you” ……
Show examples of previous workExplain objectivesDiscuss timetable, set deadlines
Ensuring Understanding
Clear communication Ask for clarification Secure commitment Don’t say no for them Collaboratively determine
methods for follow-up
Communicate delegate’s authority
Step back, let them work
Use constrained access
Don’t allow for reverse delegation
Allocate…
authority, information, resources
Schedule follow-up meetings
Review progress
Assist, when requested
Avoid interference
Publicly praise progress and completion
Encourage problem solving
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.
Too much time spent on explaining tasksThe 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.
Compromising your own valueBy successfully utilizing appropriate delegation,your value to the group/organization will growat a greater rate as you will have more timeto do more things…….
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to
carry on. Whereas new members don’t find ways to
contribute
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
“The secret of success is not in doing your own work but in recognizing the right [person] to do it.” ~Andrew Carnegie
Thank Thank YouYou