1. The Art of Delegation
How to get others to do the common things others can do, so you can get on to the greater things that only you can do.

2. Delegation:
“The act of delegating, or investing with authority to act for another” (dictionary.com)
OR….
“the distribution of responsibility and authority to others while holding them accountable for their performance.” (

3. Why Delegate?
To utilize the skills and resources existing within the group
To keep from burning out the leaders
To develop new leaders and build new skills within the group
To get more things done
To prevent the group from getting too dependent on one or two leaders
To become more powerful as a group
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

4. Why Not? …its too hard! …I don’t have the time!
…if you want something done right…
…I don’t know what to say
…I don’t have anyone I can trust
…I am afraid of what others will think

5. Top 10 Barriers to Delegation
SMALL GROUP ACTIVITY
Read through the 10 barriers to delegation. Give each barrier a grade from 1 to represents the greatest barriers.

6. The top 10 barriers of delegation:
1. I could do it better myself.
2. I don’t know what to say.
3. S/he isn’t qualified to do it.
4. S/he doesn’t want any added responsibilities.
5. I don’t have the time to show anyone how to do it.
6. There is no one else to delegate to.
7. S/he already has enough to do.
8. I don’t want to give up this task because I like doing it.
9. I’m the only person who knows how to do this.
10. S/he messed up last time, so I don’t know if I can trust him/her to do it.

7. Steps in Delegation I –Identify your tasks
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

8. Identify your tasks Determine task to be delegated to others
Determine tasks to retain by you
Select delegate

9. Identify your tasks Identify task to be delegated to others
Identify tasks to be retained by you
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

10. ... to be retained by you. Identify task to be delegated to others
Identify tasks to be retained by you
Select delegate
Supervision of subordinates
Long-term planning
Tasks only you can do
Assurance of program compliance
Dismissal of volunteers/members/parents, etc.

11. Select Delegate Identify tasks to be delegated to others
Identify tasks to be retained by you
Select delegate
Look at individual strengths/weaknesses
Determine interest areas
Determine need for development of delegate

12. Demonstrate the 4 W’s Use Who - What -Why - When Statements:
I want you…..
to do…..
Because ……
And I need it ……

13. Demonstrate Clearly Who, What, Why, When?
Decide who the right person is
Communicate specifically what completion looks like (Communicate results not effort).
Explain objectives and purpose (why)
Discuss timetable, set deadlines (when, or how often)

14. Use Who -What-Why- When Statements
SMALL GROUP ACTIVITY
In small groups of 2 or 3, brainstorm a task you are currently doing yourself, or that are not getting done that could be delegated.
Determine who would serve as your best delegate for each of the tasks.
Compose what – why – when statements for each of the 3 tasks brainstormed.

15. Ensuring Understanding
Clear communication to…
Ask for clarification from…
Secure commitment between
Don’t say no for them, or give an easy out
Collaboratively determine methods for follow-up

16. Allocate…authority, information, resources
Grant authority to determine process, not desired outcomes (that’s your job)
Provide access to all information sources
Refer delegate to contact persons or specific helpful resources
Provide appropriate training to ensure success

17. Let go… Communicate delegate’s authority to others
Step back, let them work (give them some freedom)
Use constrained access (give them a leash or boundaries to go with their freedom)
Don’t allow for reverse delegation (turn back onto you).

18. Support and Monitor Schedule follow-up meetings Review progress
Assist, when requested
Avoid interference
Publicly praise progress and completion
Encourage problem solving

19. Consequences of poor delegating
Information and decision-making not shared by the group
Leaders become tired out
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.

20. Levels of Delegation
1 "Wait to be told." or "Do exactly what I say." or "Follow these instructions precisely."
2 "Look into this and tell me the situation. I'll decide."
3 "Look into this and tell me the situation. We'll decide together."
4 "Tell me the situation and what help you need from me in assessing and handling it. Then we'll decide."
5 "Give me your analysis of the situation (reasons, options, pros and cons) and recommendation. I'll let you know whether you can go ahead."
6 "Decide and let me know your decision, and wait for my go-ahead before proceeding."
7 "Decide and let me know your decision, then go ahead unless I say not to."
8 "Decide and take action - let me know what you did (and what happened)."
9 "Decide and take action. You need not check back with me."
10 "Decide where action needs to be taken and manage the situation accordingly. It's your area of responsibility now."

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