Two Heads are Better Than One: Working With Your Team to Maximize Your Organization’s Performance Tim O’Donnell, City Manager, Brea, CA Audrey Seymour, Assistant City Manager, Menlo Park, CA ICMA, October 19, 2004

Overview The changing role of City Managers Definition of delegation Signs you need to delegate more (or more effectively) Benefits of delegation Barriers to delegation Deciding what to delegate Strategies for effective delegation Exercise: Making it work ICMA, October 19, 2004

The Changing Role of City Managers Job is no longer primarily administrative Tenure of Council members is shorter Pace of business is much faster due to technology Regional issues are more numerous and more complicated Public involvement processes are radically different ICMA, October 19, 2004

The Changing Role of City Managers (2) The organization of the past may not be a valid model today Tasks can be separated into internal vs. external Tasks can be grouped together by function Either way, delegation is no longer a nice trait to have; it’s an essential management skill ICMA, October 19, 2004

Definition of Delegation Delegation is: Entrusting your authority to others Not a single act, but an ongoing process of planning, communication, guidance, trust, risk and evaluation A dynamic tool for motivating and training your team to reach its full potential Getting the job done through someone else Sources: Gerard Blair, University of Edinburgh Marty Brounstein, Coaching and Mentoring for Dummies ICMA, October 19, 2004

Signs You Need to Delegate You need to delegate more or more effectively if: You complain that you have too much to do and not enough time to do it You regularly take work home Work piles up when you are away from the office You feel that if you want a job done well, you have to do it yourself ICMA, October 19, 2004

Signs You Need to Delegate (2) You need to delegate more or more effectively if: Important things fall through the cracks too often Your typical day is filled with meetings You rarely have unscheduled time to do strategic, long-term thinking There is no one in the organization who would be a candidate for your job if you were to leave Team morale and motivation are down ICMA, October 19, 2004

Benefits of Delegation The Manager’s role is multi-faceted and continually changing Managers’ time and energy are finite A strong team broadens the skill set at the top of the organization A strong team means Managers don’t have to do it all, can feel less stressed and be more effective ICMA, October 19, 2004

Benefits of Delegation (2) Managers can be isolated and feel “lonely at the top” A large proportion of the current generation of Managers is nearing retirement A strong team offers a valuable sounding board and source of moral support Who, if not you, will do the “feet up on the table” dreaming about the future? ICMA, October 19, 2004

Benefits of Delegation (3) Helps the organization Frees you up for what you do best and what the organization most needs you to do Resolves issues at lower levels Fosters succession planning Fills gaps in coverage Encourages people to work at their full potential Generates creativity and a diversity of solutions ICMA, October 19, 2004

Benefits of Delegation (4) Helps you Reduces stress Increases effectiveness Improves work/life balance Helps the profession - Prepares the next generation of managers ICMA, October 19, 2004

Barriers to Delegation Reluctance to give up things you like Unwillingness to relinquish control Genetic anal-retentive syndrome Fear of a mistake Belief that no one else can do it as well Lack of self-confidence Lack of trust ICMA, October 19, 2004

Barriers to Delegation (2) It’s quicker to do it yourself than train someone else Taking life too seriously Not knowing how to think long-range and dream It requires that you actually manage and coach others Guilt (Is this really work?) ICMA, October 19, 2004

Deciding What to Delegate What a Manager Delegates Depends on: What the Manager perceives as his/her role What other team members want/need The relationship between the Manager and the team members and their relative strengths and weaknesses ICMA, October 19, 2004

Deciding What to Delegate (2) Steps in Deciding What to Delegate 1) List your duties and categorize those things you can: Completely reassign Reassign in part Keep 2) In identifying what can be reassigned, consider jobs: - You did when you were more junior You can teach or explain For which a team member has more experience With a low consequence of error ICMA, October 19, 2004

Deciding What to Delegate (3) Steps in Deciding What to Delegate Find the right match with your team members, considering: - Capability - Capacity - Development goals ICMA, October 19, 2004

Deciding What to Delegate (4) Be Bold! Delegate decisions, not just tasks Delegate interesting, meaty assignments, not just routine jobs Delegate things you like and do well, not just your least favorite responsibilities ICMA, October 19, 2004

Deciding What to Delegate (5) Examples of Roles That Can Be Delegated Line authority and supervisory responsibility Major projects with lasting organizational or community impact Direct interaction with elected officials Acting Manager authority Representation of the organization in the community ICMA, October 19, 2004

Deciding What to Delegate (6) What Not to Delegate Being visible in the organization and seen as its Leader Establishing overarching goals/direction Hiring, firing, evaluating your direct reports Leadership during times of crisis ICMA, October 19, 2004

Strategies for Effective Delegation Teach team members what matters to you so they can exercise control on your behalf Objectively list the key things you should be involved in; delegate everything else When new issues emerge, try to give them to someone else ICMA, October 19, 2004

Strategies for Effective Delegation (2) Delegate to the lowest level possible Delegate the whole project, from start to finish Give direction regarding end results; don’t micromanage ICMA, October 19, 2004

Strategies for Effective Delegation (3) Establish goals and parameters and test for understanding - Deliverables, quality, manner, budget, timeline, level of authority Articulate expectations regarding status reports and how to deal with problems Provide authority, resources and support ICMA, October 19, 2004

Strategies for Effective Delegation (4) Notify relevant parties of the team member’s role Hold team members accountable for desired outcome - Establish criteria upfront for judging the outcome The criteria should fit the purpose and not be based on how/how well you would have done it ICMA, October 19, 2004

Strategies for Effective Delegation (5) Allow team members to make mistakes and fix them on their own Avoid making decisions team members can make themselves Support team members’ decisions even if they differ from ones you would have made and tell them in advance you will ICMA, October 19, 2004

Exercise: Making it Work Write down one thing you will do to be a better delegator when you get back to work. Break into pairs and discuss what challenges you about delegating and what you plan to do to make it work. Informal reports out. ICMA, October 19, 2004

Questions ICMA, October 19, 2004