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Delegation

Delegation Webinar for LD
by

Duncan McPherson

on 5 April 2015

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Transcript of Delegation

Delegation
If You Want It Done Right...
You
Don't
Have To
Do It Yourself!
Delegation
Delegation
Delegation lets you effectively hand off work to others...
... with good outcomes and no surprises!
Goals
2. Identify what prevents you from delegating as much
as you could

1. Define what delegation is/is not
3. Delegate when people are not fully capable

4. Select the right items to delegate

5. Decide how to ensure you get the quality you want

After today's session, you will be able to:
Agenda
Overview
Objectives
Agenda
What is delegation?
Advantages of delegation
Making delegation work
Success factors
Responsibility vs. accountability
Your role
The role of the receiver
The fundamentals
The five stages
Analysis
Appointment
Briefing
Control
Appraisal
Case studies
What you hope to learn today
Your experience of the advantages?
What Is Delegation?
It’s achieving specified results, based on established priorities, by empowering and motivating others to accomplish some or all of the tasks involved.
Autonomy and control are the main issues:

What is the clear definition of the deliverable?

Who can decide what?
When must the person check in with you?
What influence do they have with whom?
Advantages of Delegation
It forces you to establish goals, priorities, and the boundaries of everyone’s job, involving those who know the work best

It improves your ability to control results (clear goals, better communication)
Advantages of Delegation (cont.)
It improves your overall productivity, effectiveness, and goal achievement

It gives everyone a chance to “reach up” for more responsibility, influence, and job growth
It makes it easier to evaluate each person’s performance

It supports the goal of employee development
It gives more personal control which increases job satisfaction

It forces you to decide what should and should not be done – then you can eliminate the “unnecessary/unimportant tasks”
It eliminates late-stage nasty surprises

It focuses you on accountability, historically a TM weakness
How you respond to heavy workload
Delegation Success Factors
Delegation Success Factors
Delegation Success Factors
The receiving person must be capable (learn by trying!)
Delegate the good and the bad (to avoid impeding motivation, commitment, and development)
Expect it to take some time to delegate fully and effectively – delegate gradually
Delegate as far in advance as possible – not under pressure
Delegate the whole as much as possible
Define accountability in terms of clear, specific results
Avoid gaps (unassigned accountability) and overlaps
Let the receiver influence what is delegated, the timeline, authority, etc.
Transfer power (and communicate this to others who need to know)
Don’t delegate the toughest (or inappropriate) tasks
Leave the receiver alone!
Your Attitude Matters!
Where do you have room to grow?
Responsibility vs. Accountability
Responsibility is the scope of the job – activities to pursue – it establishes the fences around what a given position does, but does not define expected results.
"You are responsible for customer service."
Accountability defines the specific results you are to achieve – it establishes what will constitute excellent, average, or poor performance.
"You are expected to have 95% renewal rate."
Prime accountability can be delegated, but the leader always retains final accountability for results.

We all have prime accountability for things we do ourselves and final accountability for tasks we’ve delegated.
The Role of The Delegator
Pick the right things to delegate (more later)

Establish broad controls (i.e., maintain control without stifling…)
Allow others’ ideas to be tried

Review results (“what”), not methods (“how”)

Publicize (and delegate) credit – but never blame
Let others make mistakes

Give up authority for delegated tasks
Transferring Authority is Key
Granting authority allows the delegation to be carried out (authority is the power to act)
It must be specific enough for the receiver to proceed without fear of exceeding his authority or having his actions reversed
Communicate the transfer of authority to those involved or who need to know
Authority must match accountability
It should be granted in advance to help with planning
Write it down
Delegate authority to the lowest level where….

What's the Role of the Employee When You Delegate a Task?
Role of the Receiver
Play a role in defining the delegation; take initiative in suggesting
Recommend results/accountability
Put him/herself in the mind of the boss – do his/her thinking for him/her
Communicate as agreed

No surprises!
Demonstrate best efforts; self-motivate and self-supervise
Seek to integrate the delegation into his/her own development plans
Accept responsibility
Operate within the limits of authority
Offer Complete Recommendations
Definition: the study of a problem and recommendation of a solution, fully ready for final approval by the leader
Consult with others to evaluate alternatives
The acid test: if you were the boss, would you sign your name to this and stake your professional reputation on it being correct?
Analyze and test until you have a single proposed action – the best of the alternatives – to recommend
The recommendation should be sufficiently complete that the leader can approve it – adopting your views as his/her views – without comment, additions, or explanation
Clarify the assignment with the leader as required
Don’t (in general) ask the leader what to do – rather, advise him/her what to do
Given Covey’s matrix below, which quadrants have the best opportunities for delegation?
Do yourself or delegate to trusted staff
Delegate for efficiency
Delegate for development
Analysis -- What to Delegate
1) Analysis -- What to Delegate
Anything where the knowledge, skills, and information needed to make a decision exist lower in the organization
Tasks that arise frequently, repeating themselves
Decisions best made by others (based on skills, knowledge, etc.)
Details that consume much time
Parts of the job you are least qualified to handle
Projects that represent growth opportunities for others
2) Appointment
Consider:
Could the person do the task with adequate training?

Does this person want more responsibility?
How evenly is work distributed among your staff?
Would this task increase their knowledge or develop other skills?
How can you present it to the person so it is not just “more work”?

2) Appointment Criteria
If your risk assessment is:
The task can be delegated to team members who…
High
Moderate
Low
Have the most experience and strongest skills

Will be challenged and developed but are likely to succeed
Will be challenged and developed
3) Briefing
Be sure to discuss:
1. Directions:
Explain carefully the task you
want done
2. Rationale:
Provide reasons for the task and
how important it is
3. Outcomes:
Describe the outcomes you expect
4. Authority:
Define the range of decision-
making and responsibility allowed without
approvals
5. Deadline:
Agree on due date
6. Feedback:
Ask employee to paraphrase
understanding of the assignment including
all the above
7. Controls and follow-up:
Agree on a schedule
for progress/review meetings
8. Support:
Indicate administrative support if
any; reassure that you are available if there
are any questions/problems

Which statement below is real delegation?
1. Look into this and tell me the situation. I’ll decide.
2. Look into this and tell me the situation. We’ll decide
together.
3. Tell me the situation and what help you need from me
in handling it. Then we’ll decide.
4. Make a recommendation and then I’ll decide.
5. Decide and take action – let me know how it works out.
1. Look into this and tell me the situation. I’ll decide.
2. Look into this and tell me the situation. We’ll decide
together.
3. Tell me the situation and what help you need from me
in handling it. Then we’ll decide.
4. Make a recommendation and then I’ll decide.
5. Decide and take action – let me know how it works out.
This is investigation/analysis but no recommendation. Leader retains responsibility for assessing options and making decisions.
This saves time, allows for feedback and development of employee.
Leader is afraid to delegate decision authority, perhaps due to task importance or employee competence.
This encourages and enables analysis/decision to be shared which is helpful in coaching.
Again, helpful in growing and coaching.
Which statement below is real delegation?
4) Control
1. Be sure to adhere to agreed-upon progress/
review meetings
2. Expect interim status/progress reports as
agreed
7. Always be positive when reviewing –
expect to hear good news
8. Show faith in your chosen delegate, even
if others have reservations
5. Immediately identify emerging problems
that threaten success, and provide a
recommendation
6. Summary/final status upon completion

3. Praise as appropriate
4. Identify and resolve any ambiguities re:
accountability, authority, etc.

5) Appraisal
Ask employee to self appraise:

Praise as appropriate

where they did well
where they had problems
key learnings
how can this learning apply
in the future?

Case Study: Office Move
Case Study: Office Move
Laurie was responsible for all aspects (delegate whole task)
Delegated early (mid-Feb)
Principal point of contact (SPOC) with Bill Cornelius
Specific accountabilities:
Establish/recommend a timeline and project plan
Recommend space type, location, square footage, configuration and target cost
Let me review the spec before starting the search
Specific accountabilities (cont.):
Review and create a short list of best options
Let me review or visit each option
Survey and integrate the views/needs of others (in office)
Give me an update every two weeks on status
Notify me within 2 days of exceptions that could impact goal achievement
Notify me within a week of spec changes based upon real world options
Case Study: Office Move
Specific accountabilities (cont.):
Preview office configuration with all team members prior to final selection
Make a single recommendation ready for my approval
Create a move plan, a budget and manage both
Publish a post move summary recommending changes for “next time,” and analyzing budget compliance; publish to Cornelius, JTS and segment SVPs
Case Study #2
Mary has direct reports in neighboring cities or states.
She does a one-day offsite several times a year with the team to look at relationships, satisfaction with her leadership and forward planning. There are also two national sales meetings that everyone attends. She plans these herself with input from others.
What could she delegate?
She has semi-monthly virtual staff meetings. She plans an agenda for each meeting and sends it out to stakeholders.
What level of delegation would be appropriate?
Q & A
Delegation
Leadership Excellence
Leadership Excellence
Case Study #2
Mary has direct reports in neighboring cities or states.
She does a one-day offsite several times a year with the team to look at relationships, satisfaction with her leadership and forward planning. There are also two national sales meetings that everyone attends. She plans these herself with input from others.
What could she delegate?
She has semi-monthly virtual staff meetings. She plans an agenda for each meeting and sends it out to stakeholders.
What level of delegation would be appropriate?
Staff members submit a weekly sales report which she aggregates for her supervisor.
How could this be a developmental assignment for someone?
1. Look into this and tell me the situation. I’ll decide.
2. Look into this and tell me the situation. We’ll decide
together.
3. Tell me the situation and what help you need from me
in handling it. Then we’ll decide.
4. Make a recommendation and then I’ll decide.
5. Decide and take action – let me know how it works out.
Full transcript