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3.  Successful managers set priorities & delegate work.  Prioritizing important – some objectives & tasks more important than others.  Delegating important – is how you get work done. 3

4.  You may need to perform several tasks at once.  This makes it easier.  A to-do list, good place to start.  List tasks you need to do – then rate importance.  Focus on finishing 1 task at a time by priority. 4

5.  To begin, as a manager, ask yourself 3 questions? 1. Do I need to be personally involved? 2. Is the task my responsibility or will it affect the performance or finances of my department? 3. Is quick action needed (deadline)? 5

6.  With your answers to the 3 prioritizing questions in mind, you can now assign each task a priority.  Delegate priority (D) – Delegate the task if your answer to question 1 is no.  High priority (H) – If you answered yes to all three questions (YYY).  Medium priority (M) – If you answered yes to question 1 but no to question 2 or question 3 (YNY or YYN).  Low priority (L) – If you answered yes to question 1 but no to both questions 2 & 3 (YNN). 6

7.  A quick way to prioritize your to-do lists: 1. List the tasks to be performed. 2. Answer the three prioritizing questions. 3. Assign a priority (D,H,M, or L) to the task. 4. Determine which task you should work on now. 7

8.  When you delegate, you assign the person responsibility for accomplishing a task & authority to do what is needed.  Directing people to do work that is part of their job description is NOT delegating. Delegating is about giving employees tasks that are not part of their regular job. 8

9.  It gives you time to perform your high- priority tasks.  When more tasks are accomplished, productivity rises.  Delegating stretches the person & improves their self-esteem, trains them for future opportunities, & eases the stress & burden on you.  Wise delegation of work enriches jobs & improves personal & work outcomes. 9

10.  Managers get used to doing things themselves.  Managers fear two things: 1. That the employee will fail to accomplish the task. 2. That the person will show them up.  Another reason – managers believe they can perform the task more efficiently than others. 10

11.  Several flags indicate that managers are delegating too little: 1. They take work home, 2. They perform employee tasks, 3. They are continually behind in their work, 4. They continually feel pressured & stressed, 5. They are always rushing to meet deadlines, 6. They rarely meet deadlines, 7. Their employees always seek approval before acting. 11

12.  An important part of delegating is knowing which tasks to delegate.  Effective delegators know:  which work to delegate,  when to delegate it, and  the right person to delegate it. 12

13.  To make sure you are approaching delegating correctly, here are the types of things you should consider delegating:  Paperwork  Routine tasks  Technical matters  Tasks with developmental potential  Problem solving 13

14.  This is pretty clear-cut – don’t delegate the following:  Personnel matters.  Confidential activities.  Crises.  Activities assigned to you personally by your boss. 14

15.  The following 4 steps help ensure that the job you need done gets done & done right.  The delegation model steps are: 1. Explain the need for delegating & the reasons for selecting the employee. 2. Set objectives that define responsibility, the level of authority, & the deadline. 3. Develop a plan. 4. Establish control checkpoints & hold employees accountable. 15