1. Sanjay Gupta The Power of Delegation

2. Sanjay Gupta How to get others to do your work, so you can get on to what you’re really supposed to be doing….

3. Sanjay Gupta Delegation “The act of delegating, or investing with authority to act for another” (dictionary.com) “The distribution of responsibility and authority to others while holding them accountable for their performance” (lawsoncg.com)lawsoncg.com “Delegation is giving others the authority to act on your behalf accompanied with responsibility and accountability for results”

4. Sanjay Gupta So, is this effective delegation….

5. Sanjay Gupta Why Delegate…your TIME is the most important resource Provides more time to focus on the “important” Reduces your workload and stress level More time to plan for better projects More time for productive work – better results More time to generate work/ business/ processes Helps avoid the firefighting situation You can accomplish a lot more with effective delegation

6. Sanjay Gupta Why Delegate….team members are important Builds trust & understanding among team members Broadens opportunities for other team members Empowers others to contribute & make good decisions To allow everyone to feel a part of the effort and the success Group members feel more committed if they have a role and feel needed

7. Sanjay Gupta Why delegate…avoiding dependency To use skills and resources already within the group To keep from burning out a few leaders To develop new leaders and build new skills within the group To prevent the group from getting too dependent on one or two leaders To get things done in a timely manner

8. Sanjay Gupta Consequences of NOT/poor delegating Poor productivity Work stress resulting in further loss of efficiency Time shortage for doing the important things No time for planning/ business growth/ skill enhancement No new learning/ development resulting in organizational stagnancy Manager/ leaders become tired out

9. Sanjay Gupta Consequences of NOT/poor delegating Information/ decision-making not shared by group When leaders leave groups, no one has experience to carry on 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 New members don’t find any ways to contribute to the work of the group

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12. Needs in Delegation TRUST You must believe in the people you delegate to HONESTY You must be honest with them in what your expectations are COMMUNICATION You must clearly articulate what needs to be done

13. Sanjay Gupta Delegation – Important Aspects What tasks am I currently responsible for? What tasks should I delegate? (see below to assess) Who is the most effective person to get this task done? What expectations will I have for the completion of this task? How will I know when the job is completed correctly? How will I evaluate this person What tasks am I currently responsible for? What tasks should I delegate? (see below to assess) Who is the most effective person to get this task done? What expectations will I have for the completion of this task? How will I know when the job is completed correctly? How will I evaluate this person How will I select to whom I will delegate? How will I inform my expectations of the project to this person? Follow up with the individual and ask them to coordinate the task/project. How will I select to whom I will delegate? How will I inform my expectations of the project to this person? Follow up with the individual and ask them to coordinate the task/project.

14. Sanjay Gupta Delegation – Important Aspects Make yourself available should the person have questions. Strengthen the lines of communication by reminding your peers that they can come to you with any questions you may have. If you do not have the answers to their questions, be sure to make your members aware of other people they can contact for Follow through with your expectations. Praise when a job is well-done. Address mistakes in a proactive manner using constructive criticism. Evaluate the process. Did the job get done? What can we do better in the future?

15. Sanjay Gupta Delegation – Important Aspects The most difficult part of the four-step process is assessing the current situation. Too often, managers/ leaders are reluctant to delegate work to other people, for fear that things won't get done the right way. As a manager/leader, you must keep in mind that sometimes you will have to sacrifice your ideas when others are delegated projects. As long as the quality of work is acceptable, try to avoid being critical of others.

16. Sanjay Gupta When do you delegate When somebody else is trained more than you in a particular area (typing etc.) When you don't have the time to handle your other responsibilities effectively When planning takes more time than implementing When an individual has approached you with willingness to help out on a specific project When someone can develop themselves by taking on a challenging task

17. Sanjay Gupta Your delegation skills need improvement if…. You are regularly putting in extra hours on tasks “only you can do” You are not confident of your direct reports’ decisions and rework their assigned tasks You intervene in projects assigned to others Group morale is low and turnover is high Your inbox is always filled to capacity

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19. Roadblocks to delegation I can do it better myself/ nobody can do it as good as I can I can’t trust my peer/colleague/subordinate I don’t have time to involve others/ it takes too much time I can’t delegate something I don’t know how to do myself I can’t bring myself to delegating busy work I can’t delegate to my friends Everyone is already busy/ nobody else has any time either

20. Sanjay Gupta Steps in Delegation I Introduce the task D Demonstrate clearly what needs to be done E Ensure understanding A Allocate authority, information & resources L Let go S Support and monitor

21. Sanjay Gupta Introduce the Task Determine task to be delegated Determine tasks to retain Select delegate Step 1

22. Sanjay Gupta Introduce the Task Determine task to be delegated Determine tasks to retain Select delegate 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 Step 1

23. Sanjay Gupta Introduce the Task Determine task to be delegated Determine tasks to retain Select delegate 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. Step 1

24. Sanjay Gupta Introduce the Task Determine task to be delegated Determine tasks to retain Select delegate 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 Step 1

25. Sanjay Gupta Introduce the Task Use What-Why Statements: I want you to do this (WHAT)….. Because (WHY) you…… Step 1

26. Sanjay Gupta THINK….Can you Brainstorm 5 tasks you are currently doing that could be delegated. Determine who would serve as your best delegate for each of the tasks. Step 1

27. Sanjay Gupta Demonstrate Clearly Show examples of previous work Explain objectives Discuss timetable, set deadlines Step 2

28. Sanjay Gupta Ensuring Understanding Clear communication Ask for clarification Secure commitment Don’t say no for them Collaboratively determine methods for follow-up Step 3

29. Sanjay Gupta Allocate… authority, information, resources Grant authority to determine process, not desired outcomes Provide access to all information sources Refer delegate to contact persons or specific resources that have assisted previously Provide appropriate training to ensure success Step 4

30. Sanjay Gupta Let go… Communicate delegate’s authority Step back, let them work Use constrained access Don’t allow for reverse delegation Step 5

31. Sanjay Gupta Support and Monitor Schedule follow-up meetings Review progress Assist, when requested Avoid interference Publicly praise progress and completion Encourage problem solving Step 6

32. Sanjay Gupta When the assignment is complete: Ask the employee how it went. Provide positive reinforcement for work done well. Use ongoing coaching or training as necessary. Seek employees’ input on their interests for future projects. Support and Monitor Step 6

33. Sanjay Gupta Guidelines for Delegating Be clear about what you want done, when it should be done, and the expected results Delegate both tedious and interesting tasks Be prepared to do some coaching if needed Monitor progress (schedule dates) and provide feedback Keep lines of communication open, to be available as a resource

34. Sanjay Gupta Guidelines for Delegating Build a shared sense of responsibility among the team Focus on results, not on how tasks should be accomplished Develop trust in less-skilled staff by providing structured assignments Develop strong performers by assigning projects with high visibility

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36. Assigning the Work Match the right person with the task Clearly describe the task or project and how it fits into the big picture Identify roles and responsibilities for the work Discuss deadlines and resources Establish standards of performance and accountability

37. Sanjay Gupta Delegation (De)stressors 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. However, the authority which you hold in the firm, the level of work you do and the value you add in the process is always recognized….your controlling powers actually enhance.

38. Sanjay Gupta Delegation (De)stressors Too much time spent on explaining tasks? The 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 more time for yourself resulting in better productivity and more time for yourself

39. Sanjay Gupta Delegation (De)stressors Compromising your own value? Because the work is delegated to peers/ colleagues, your value in the firm gets compromised. By successfully utilizing appropriate delegation, your value to the group/organization will grow at a greater rate as you will have more time to do more things…….

40. Sanjay Gupta And, finally….. “The secret of success is not in doing your own work but in recognizing the right [person] to do it.” ~Andrew Carnegie

41. Sanjay Gupta Happy delegating!