Delegation of Responsibility Fugro Slides PDF

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    © Development Dimensions International, Inc., MMXII. All rights reserved.

    DELEGATING WITHPURPOSE

    File Name: DWP-Slides

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    Describe or Illustrate…

    • What do team members

    think, feel, and say about a

    leader who doesn’tdelegate?

    • What do team members

    think, feel, and say about aleader who dumps tasks

    and runs?

    2 © Development Dimensions International, Inc., MMXII. All rights reserved.

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    Delegating with

    Purpose Is…Continually looking for

    opportunities to:

    • achieve results• build capability

    by assigning task and

    decision-making

    responsibilities with

    clear boundaries,

    support, and follow-up.

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    Matching People to the Task 

    •  Abilities

    •  Availability

    • Motivation

    • Development Needs

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    Identify Best Candidate

    Think of names of

    potential candidates

    for each task.Person 1 Y Y N?

    ? Y Y YPerson 2

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    Matching People to the Task 

    •  Abilities

    •  Availability

    • Motivation

    • Development Needs

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    If you’re notchallenging yourself

    and your team to

    step out of yourcomfort zones,

    you’re probably not

    delegating enough.

    7 © Development Dimensions International, Inc., MMXII. All rights reserved.

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    No two

    delegations

    are the same!

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    © Development Dimensions International, Inc., MMXII. All rights reserved.9

    Delegating with

    Purpose Is…Continually looking for

    opportunities to:

    • achieve results• build capability

    by assigning task and

    decision-making

    responsibilities with

    clear boundaries,

    support, and follow-up.

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    © Development Dimensions International, Inc., MMXII. All rights reserved.10

    • Purpose, importance, benefits

    • Overall scope and specific tasks

    • Technology/Equipment required

    • Outputs and results

    • Performance expectations

    • Time frames, deadlines, obstacles

    Responsibility

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    © Development Dimensions International, Inc., MMXII. All rights reserved.11

    Determine the level of authority by considering:

    • The person’s experience and abilities

    relative to the task.

    • The person’s motivation for the task.

    • The complexity of the task.

    • The importance of the task and the

    decisions to be made.

    • Potential negative effect if you must rescind.

    Authority

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    Resources and other help needed

    to ensure success, including:

    • Coaching.• Training.

    • Information sharing.

    • Removing barriers.

    • Mentoring from others with expertise.

    Support

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    Measuring

    Set specific, objective

    targets so peopleknow what’s expected

    and can evaluate their

    results as they carryout delegated tasks.

    Monitoring

    Identify how and when

    you will observe andtrack people’s progress

    as they carry out

    delegated tasks.

    Follow-up

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    The Planning Points

    • Responsibility

    •  Authority

    • Support

    • Follow-up

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    • To encourage ownership

    and commitment for the

    delegation.

    • To clarify responsibility,authority, support, and

    follow-up.

    • To seek and confirm a

    person’s abilities,availability, motivation,

    and development needs.

    • To build confidence and

    competence.

    • To provide needed

    guidance and resources.• To reinforce successes

    and redirect less-effective

    performance.

    Involvement Support

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    When is thedelegated

    task/responsibilityno longer a

    delegation?

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    Formal Follow-up

    • Set key milestones to assess progress,

    provide feedback, and address any

    concerns.• Provide proactive coaching for the next

    important aspect of the task.

    • Revisit and adjust your initial delegationplan based on the person’s progress.

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    Informal Follow-up

    • Stay in touch to keep

    abreast of any challenges

    or problems.

    • Quickly assess progress

    to offer additional coaching

    and support.

    • Reinforce effective

    performance while the

    person is handling the task.

    © Development Dimensions International, Inc., MMXII. All rights reserved.18