1. When, What and Why to Delegate to Your Employees
April 13th, 2011
Presenter: Andrew Sanderbeck
Waynesville, North Carolina
PCI Webinars

2. Foundation of Learning
Share your experiences. They provide valuable insight.
If you are doing something that gets the results you want, keep doing it.
Take the information you learn here and put it into your own style.

3. Goals and Objectives Are You Delegating Enough?
Why People Choose Not to Delegate
What You Can and Can’t Delegate
Who Should You Delegate To?
Preparing for Your Delegation
Communication – Before/During
Assessing the Results of the Delegation
Demonstrating Appreciation

4. Polling Question #1
I am expected to delegate work to others in my library
True
False

5. Are You Delegating Enough?
Delegation is the administrative technique in which supervisors give their employees the authority to accomplish an assigned task. To determine if you are delegating enough work, ask yourself this question: "Could the library get along without me if I had to be away for three months?" If you answered yes, then you are doing a good job delegating.

6. Delegation Quiz – Yes/No
                                                                           
Delegation Quiz – Yes/No
1. Do you work extended hours trying to catch up? 
2. When you delegate an activity, do you merely say "Do it?" 
3. Do you take work home evenings and weekends? 
4. Do you postpone long-range projects? 
5. Do you lack confidence in your subordinates' abilities? 
                                                                                                          
   
                               
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7. Delegation Quiz – Yes/No
6. Is the work on your staff below your expectations? 7. Does your staff have low morale? 8. Are all decisions deferred to you from your staff? 9. Has your staff stopped presenting their ideas to you? 10. Do operations slow down when you're away?

8. Why People Choose Not to Delegate

9. Why People Choose Not to Delegate
Impatience; it takes longer to explain it others than to do it themselves
Think a project can't be done properly unless they do it
Prior bad experiences
Guilt and social conditioning
Obsessed with perfection from setting standards that are too high
Lack of confidence in staff
Insecurity; fear of not getting credit for a job well done; staff may appear to know more

10. Polling Question #2
I understand that delegating can be beneficial for both the supervisor and the employee
Yes No

11. What Can You Delegate?

12. What Not to Delegate Activities with poorly defined objectives
Managerial functions such as team-building, budget approval or employee development
Decision-making involving objectives of the library or department
Decision-making involving interdepartmental or library-wide relationships

13. What Not to Delegate Tasks that deal with confidential information
Performance evaluations
Resolution of staff disputes
Personnel matters
Disciplining, praising or thanking employees

14. Who Should You Delegate To?

15. Oh NO!!! – Theory!
Teacher Expectations, Student Achievement. The concept is simple. If a teacher enters a school year knowing ahead of time that one of his students misbehaves and is lagging behind his classmates academically, the teacher will expect poor performance from that student.

16. Oh NO!!! – Theory!
This same concept can be applied to delegation as Employer's Expectations, Employee's Achievement (EEEA). By using this line of reasoning, employees will rise to your level of expectation for them.

17. Prepare for Delegating
Objectives
Background information
The employee's level of authority - Should the employee attain approval at various stages in the project?
Should the employee be able to act independently but be required to up-date you at specified time intervals?
Resources available
Communication
Training

18. Communicate with Designated Employee Through a Meeting
Some key things to consider when communicating the project are:
Demonstrate enthusiasm and confidence
Be specific in directions
Avoid giving too many unnecessary details
Don't assign a new project at the end of a workday
Don't give too many directions at one time

19. PROJECT WORKSHEET

20. Meet and Communicate Regularly
When appropriate, schedule regular meetings with your employee to discuss the assignment or task. You must take the time to meet with staff and assess the status of the project. With less experienced staff, it is critical to schedule deadlines.

21. Assess the Results and the Employee's Performance
The final outcome:
Is it of high quality?
What would you change if you completed the project again?
What were the most successful elements of the project?

22. Assess the Results and the Employee's Performance
Their performance in handling the project:
Was the assignment too easy? Too difficult?
What will the employee do differently next time?

23. Assess the Results and the Employee's Performance
The support, feedback and direction received from the supervisor:
Did the employee receive adequate support?
Feedback?
Direction?

24. Assess the Results and the Employee's Performance
Resources:
Did you have adequate time?
Support from other staff?
Were the materials adequate?

25. Demonstrate Appreciation

26. Polling Question #3
I learned at least one thing today that I can immediately apply in my delegations!
Yes No

27. Thursday, April 20th at 1:00 pm
Thanks for Attending
Decision Making Series #2: Developing Options for Making the Best Decisions
Thursday, April 20th at 1:00 pm