1. THE SKILL-BUILDING SUPERVISOR: Top Tools For Your Journey to Excellence An Infopeople Webcast Session #2 “Delegation and Decision-Making” Presented by Dr. Steve Albrecht, PHR, CPP DrSteve@DrSteveAlbrecht.com

2. THE STRENGTH-WEAKNESS IRONY Your strength, taken to an extreme, becomes a weakness. Examples: workaholism “Super Boss” disease Perfectionism “I can’t say no.”

3. DELEGATION UPSIDES It’s a stress management tool for you. It allows you to grow and develop your people at various levels, by giving them new skills and a sense of empowerment through their contributions. It helps you work faster and smarter. It lets you focus on your longer-term, “Big Picture” ideas or plans.

4. DELEGATION DOWNSIDES It’s hard for control-oriented supervisors. For some supervisors, it creates a nagging sense that they could delegate themselves out of a job. Some employees just don’t want to do more than their usual, daily tasks. At the end of the day, you’re still responsible.

5. WHO YOU HAVE, WHAT THEY DO Ken Blanchard – Paul Hersey’s Situational Leadership ® Model Two Measures: The Employee’s Willingness versus The Employee’s Ability

6. YOUR DELEGATION LIST As we talk about this issue and you consider your own workload and your staff, start making a list of the items you can designate for delegation. -- To who? -- Starting when? -- “Hands-on” or “hands-off”? -- Important versus Urgent

7. YOUR EMPLOYEES HAVE A PRIMARY CONCERN ABOUT DELEGATION... Radio Station WII-FM or “What’s in it for me?” So, tell them!

8. INCREMENTAL DELEGATION Keep or Teach? Who and How? What will free up your time quickly? What do you get tired of doing? What does the person need? Training, practice, resources, advice, help from others? Two issues: people learn by failing, and, don’t just give projects to your Shining Stars.

9. OTHER DELEGATION FACTORS Is time a factor? What is the margin for error? How long should or will it take for the employee to learn the task? How will you monitor the process? Some people want to grow, others don’t. Does your boss want you to continue doing it?

10. DECISION-MAKING TOOLS “A” Decisions versus “B” Decisions. Q1 – I decide; you go do it. Q2 – We discuss it; I decide; you go do it. Q3 – We discuss it; you decide; you go do it. Q4 – You decide; you go do it.

11. YOUR PERSONAL O.D. MODEL... Keep – Stop – Start What do I need to keep doing? What do I need to stop doing? What do I need to start doing?

12. Thanks for your time and attention. Good luck, from Dr. Steve