1 Why Delegate Make more time for yourself Avoid overload and stress Someone better able to do something Develop people Add interest and motivate Better.

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Presentation transcript:

1 Why Delegate Make more time for yourself Avoid overload and stress Someone better able to do something Develop people Add interest and motivate Better utilise time, energy and talent When not to delegate:- When too much at stake Just to off load work you do not like When tasks clearly beyond capacity, capability and/or confidence of person Responsibility; Accountability; Authority

2 How to Delegate Identify tasks to be delegated Time and task Challenge your long-standing routines Prioritise on basis of urgency and importance Set objectives and define task Clarify delegated and retained responsibilities Brief the individual Objectives, tasks, standards, timescale, resources, constraints, review process and reporting Be up front about levels of authority and control Be prepared to demonstrate/shadow for a short time Inform others What is delegated and that it is with your authority and support Introduce the delegate to your networks Review progress Set review dates and format in advance, agree reporting standards and coach to overcome problems Give and seek feedback Do not overly supervise or do for the person…

3 What to Delegate Current tasks/use of time List and analyse Ideal task/use of time Specify Possible areas for whole or partial delegation Review team member profiles Skills and experience Development needs and desire List a ‘mix & match’ (task-person) action plan for delegation Minimise Risk - Prompt reporting of bad news - Anticipate and talk about problem areas - Develop scenarios and make contingency plans - Remove delegation where repeated or several serious mistakes.

4 Effective Delegation Clarify what you want done Match task with person Communicate clearly Ensure time available for tasks Keep communication channels open Allow scope to use initiative/talent Check on progress, but allow people time to solve problems and learn for themselves Hold person responsible and help out Ensure authority and resources available Recognise contributions and accomplishments Quinn, Robert, E. et al (2003) Becoming a Master Manager: A Competency Framework 3 rd Ed., US, John Wiley & Sons

5 Key to Success Build trust Show respect; get and give honest, constructive feedback Get over barriers Do it better myself; will over burden staff; loss of control; less recognition for me; too busy Get agreement Build relationship Involve; listen; and discuss regularly Do intervene, if necessary Show loyalty and tolerance of imperfections/mistakes Solutions, not scapegoats Ask yourself; “what am I doing wrong?” Coach and support Introduce to networks Recognise success Appreciate and praise Develop your own leadership and management skills in the process