1. Presented by Gerry Call GCA Productive Consulting and Training For PMI-CTT’s 2013 Symposium The Art of Delegation Motivating and Developing Your People

2. Climate on a Project 2 1. Gather at the front of the room 2. I will have further instructions for you then

3. Learning Objectives Participants will have the following opportunities: To understand what Deliberate Practice really means To review the relationship between Motivation and Delegation To learn eight important ingredients of effective delegation; 3

4. Agenda 1. Deliberate Practice 2. Experience, Mistakes, Learning and Development 3. Motivation 4. Delegation 4

5. Practice Makes Perfect …. Or Does It? 5

6. 6 What does It take for someone to excel at a task?

7. 7 Deliberate Practice Elite performers practice same amount as average performers Elite’s focus three times as much practice on deliberately stretching themselves Deliberate Practice: The uncomfortable, methodical work of stretching your ability Doing what does not come easy Elite’s focus practice into well-defined periods in their day.

8. 8 For People Delegating Work: Create a Mental Image of Perfection - Practice to That Help People Forgive Themselves Pursue ‘Controlled’ Perfection Not pathological perfection Set limits Focus Practice (specific times) To Master a Skill: Master Something Harder Practice difficult areas What Does This Mean?

9. 9 Experience, Mistakes, Learning and (yes!) Development

10. Quick Exercise Recall your first year of full time work What was the ‘dumbest’ thing you did? What were you trying to accomplish? What actually resulted? What did you learn and how did it help you in your career? Find a partner Discuss your answers to these questions. In your career, who helped you learn? Let’s understand the relationship between experience, making mistakes, learning and development 10

11. Let’s Talk About Motivation 11

12. UNDERSTANDING WHAT MOTIVATES PEOPLE? My definition: Why people are attracted to join our organization? Why they stay? 12

13. Motivators Sympathetic Help on Personal Problems Feeling ‘In’ on Things Good Wages Good Working Conditions Job Security Full Appreciation of Work Done Tactful Disciplining Personal Loyalty of Supervisor to Employees Interesting Work Promotion and Growth 13

14. Motivational Rankings These have been studied in every decade since WWII: 1. Interesting Work 2. Feeling ‘In’ on Things 3. Appreciation of Work Wages usually fourth or fifth 14

15. 15 Motivation and The Work Climate on a Project

16. Creating a Motivational Work Climate 1. Autonomy Our default setting People require Autonomy over: Task (what they do) Time (when they do it) Team (who they do it with) Technique (how they do it) Imagine: ROWE: Results Only Work Environment (Material in next 4 slides from “Drive: The Surprising Truth About What Motivates Us” by Daniel H. Pink, Riverhead Books, 2009) 16

17. Creating a Motivational Work Climate 2. Mastery Becoming better at something that matters Only engagement can produce Mastery Flow: Experiences where our abilities are matched to the challenges we face 17

18. Creating a Motivational Work Climate Mastery abides by 3 rules: Mastery is mindset – capacity to see our abilities as infinitely improvable Mastery is pain – effort, grit and deliberate practice Impossible to fully realize – makes it a constant effort – continuous improvement 18

19. Creating a Motivational Work Climate 3. Purpose Human Nature to seek purpose Most organizations consider purpose ‘ornamental’ Expressed in three ways: Goals that use Profit as a means to reach Purpose Words emphasizing more than self-interest Policies allowing people to pursue purpose on their own terms Accompanying profit maximization with purpose maximization transforms organizations 19

20. 20 Now, where does Delegation fit in?

21. Exercise: Delegation Form Your Groups Discuss: What is Delegation? Why don’t we Delegate more? We will discuss your thoughts on delegation 21

22. Defining Delegation Delegation: Assigning decision making authority to your direct reports Difference between ‘dumping’ and ‘delegating ’ 22

23. How Well Do You Delegate? 23 1. Review Form B – then complete the self- assessment questionnaire. 2. Next, in your groups to share what you have found out about yourself and how you delegate. Try to form a candid picture of yourself. 3. We will hold a general discussion on participants’ findings about themselves and how they delegate

24. Poor Delegation Exercise Individually Think about what happens when a task or responsibility is delegated without clear or sufficient authority? In your groups: Discuss your thoughts on this 24

25. Delegation and Motivation Individually: Think of a situation where you were delegated a task, and it was done so well you were motivated to achieve a high quality result. What Factors Motivated You? In your groups: Discuss what motivated you – each person can write out a list of these motivators for their personal reference 25

26. Chatting About Delegation Individually, think about: 1. What are the benefits derived from delegating to your direct reports some tasks and assignments that you might ordinarily do yourself? 2. Situations where you are reluctant to delegate tasks and assignments to your direct reports – why are you reluctant to delegate? 3. Whether you feel that the advantages of delegating (the benefits) outweigh the disadvantages (the barriers) – Why? Next, in your groups, share your thoughts on these three questions. 26

27. What Should Delegation Include: The Eight Ingredients of Effective Delegation Directions —Explain carefully the task or assignment you want undertaken. Rationale —Provide reasons for the job and explain how important it is. Outcomes —Describe the outcomes you expect. Authority —Define the range of decision making and responsibility that is allowed without need for prior approvals. Deadline —Agree on when the assignment will be completed. Feedback —Ask for his or her understanding of the assignment. Get responses. Controls/follow-up —Provide a schedule of milepost meetings for review, process, and progress. Support —Indicate administrative backup and moral support available to the direct report. Inform him or her you are available if there are any questions. 27

28. Developing a Checklist of Delegation Behaviours Look over the things you have already delegated and the things you might wish to delegate in the near future. Using the eight ingredients, decide which of the ingredients are critical to your own situation. Change any of the terms I have used to ones that better “speak to you”. Then, develop your own personalized checklists of effective delegation behaviors - take notes as you do this. Use the checklist in thinking through how you would plan to delegate a new area of responsibility to your direct reports or to improve the way in which you guide an existing area of delegated responsibility. 28

29. So, Why Delegate? 29 From Our Motivational Rankings To provide variety and help people maintain interest in their work Help people feel ‘in’ on things To help you show appreciation for what people contribute to a project From Daniel Pink, “The Truth About what Motivates Us” Provide people with autonomy over their work Help people achieve mastery Keep people focused on the purpose of our work YOU CANNOT MOTIVATE PEOPLE: ALL YOU CAN DO IS HELP CREATE A PROJECT WORK CLIMATE WITHIN WHICH THEY DECIDE TO MOTIVATE THEMSELVES

30. Wrap-Up Where are you regarding how you delegate? Where do you want to be? What are you prepared to change? The Eight Ingredients Don’t forget your ‘Checklist’ Prepare for Deliberate Practice Be good to yourself – allow for mistakes and learning Be good to others – use mistakes as opportunities to learn What kind of project work climate are you creating? Can effective Delegation help? 30

31. Drive: The Surprising Truth About What Motivates Us By Daniel H. Pink Great by Choice By Jim Collins The Balanced Scorecard By Robert Kaplan and David Norton What Leaders Really Do By John Kotter The Boundaryless Organization By Ron Ashkensas, Dave Ulrich, Todd Jich and Steve Kerr The Toyota Way By Jeffrey K. Liker Interesting Reading GCA Productive Consulting and Training Ltd.