delegating skills

8/20/2019 Delegating Skills

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Welcome to theDelegating

SkillsWorkshop



We must have the delegating skills ...

• one of the management success criteria

• essential managing activity



Ground Rules

• Participate actively in all discussions

• Listen to the other view point

• Say what you think

• Keep discussion on the subject

• Be patient with other members

• Try to relate your experiences• Ask questions, other members would also

like to know



CONTENTS

• Part 1. About Delegating

• Part 2. How To Delegate



Part 1. ABOUT DELEGATING

• What is delegating?

• Why delegate?

• Why is it so hard to delegate?• What should we delegate? Why?

• What shouldn’t we delegate? Why?



Part 2. HOW TO DELEGATE

• Deciding what to delegate

• Deciding who can do it

• Briefing• Monitoring progress

• Attitudes to delegating

• Checklist for delegating

• Benefits of delegating



What do you expectto get from this

workshop?



OBJECTIVE

• After this session we will be able toidentify:

– what is delegating – why we delegate

– who to delegate

– when to/ not to delegate and

– how to delegate



What is delegating?



Delegating is ….

BOSS

STAFF

YOU

Delegate

EntrustResponsibility

& Authority

RESPONSIBLE

ACCOUNTABLE



What is delegating?

• Entrusting responsibility and authority toothers who then become responsible to usfor their results but we remain accountableto our boss what our subordinates do.

• The right to make decision

• Not merely the passing downwards of work



2 ways of dealing with a customer

STRATEGY - A

• you ask to get facts• you decide what action to take• instruct to respond accordance with you solution

STRATEGY -B

• Ask to investigate and deal with the issue

as they consider• as long as customer’s grievance is resolved and

the customer is tied more closely to your companythan was before



The boss who undermines hissupervisor’s decision gets anineffective supervisor in the longrun. If you do have to overrule the

supervisor, get his opinion andadvise first.



Some bosses just love having tomake all the decisions so they don’tdelegate their authority. But theseare the people who create

bottlenecks because others have towait around for them.



And also delegating is...

• Not merely the downwards transmissionof authority

Responsibility Vs. Accountability



Delegating is ….

BOSS

STAFF

YOU

Delegate

EntrustResponsibility

& Authority

RESPONSIBLE

ACCOUNTABLE



If dispense authority withoutresponsibility

If dispense responsibility without

authority

“ I’m gonna give you the freedom to take certaindecisions but I ain’t gonna hold your responsible for theoutcome.”

“ I’m gonna hold you responsible for the outcome of doing X,but I ain’t giving you any freedom or direction in the situation.”

Do-it-yourself hangman’s kit



BOSS

STAFF

YOU

Delegate Responsibility&

AuthorityRESPONSIBLE

ACCOUNTABLE

NOT Sink or Swim Process!!



Why Delegate?



Face it - no matter how hardyou work, you cannot do twopersons’ job. Delegate. A goodmanager must realize that hehas to work through others tobe effective.



Delegation equips StaffTo Solve Their Own Problem

-everyone is used to their maximum potential

-maximize the overall effectiveness of you andyour team

STAFFIf unload their problem

to you YOU

Putting MONKEY on your shoulder



WHO’S GOT THE MONKEYS?

“Five Rules for the Care andFeeding of Monkeys”

by William Ocken and Donald Wass



Monkey should be fed or

shot



The monkey populationshould be kept below the

maximum number themanager has time to feed.



Monkeys should be fed by

appointment only.



Monkeys should be fed face-

to-face or on the telephone.



Every monkey should havean assigned ‘next feeding

time’ and ‘degree ofinitiative’.



Delegation gives you more timefor adding value

If you don’t delegate

Roles of employee

maintenancecrisis preventionperformance improvementchange management

You

no value added activities

Performance improvement &Change management

D l ti k di bl



Delegation makes you dispensable

Dispensable

manager• company needs• easy target for redundancy

gets

PROMOTION

Won’t get

Indispensablemanager

• may keep job

• constantly threat tocompany’s continuity or even it’s survival



Delegation helps you motivate yourstaff and assess their potential

• Planned transfer of authority andresponsibility can help you to retain theinterests of your staff and ultimately toretain the staff themselves.

• People hardly complain being delegatedbut they will complain about the absenceof delegation



We delegate because delegating...

• equips staffTo solve their own problem

• gives you more timefor adding value

• makes you dispensable

• helps you motivate your staff and assesstheir potential



Why is it so hard to

delegate?

Y ld ’t d l t



You couldn’t delegate

• No staff• Company Policy

-you must do it yourself• Boss insists you to do it yourself

FEARor/and

IGNORANCE

Genuinereason

Not agenuinereasons

D l d ’ l l d d



Delegator doesn’t clearly understandwhere his authority and responsibility

begins and ends

• If you are uncertain about the precise

content of your job, then you can’tdelegate properly.



The delegator thinks he can do thework better than his staff

•It may be true but less time spend for value-added job

•They will never improve if you do their job

•Some staff pretend to be incompetent to avoiddistasteful task (regretfully it often succeed)

•To get rid of the task is to do it properly



The delegator feels insecure

• Afraid of not being essential

•comfort zone

•frightened of appearing lazy

•frightened of consequences of mistakes



The delegator believes in the exerciseof authority and the management

prerogative•encouraged by increasing in unemployment

•belief that managers have a right to manage and

subordinates are to do what they are told

•subordinates become incompetent

•communication breaks down

•productivity become poor



The delegator beliefs that subordinatesare already overworked

• A defense mechanism

•must look close at what they are doing

•smoke screen



The delegator is not willing todelegate

•excuses

•others never get a chance to prove they can do it

•belief that quicker to do it than to teach others

•lack of time-lack of will to delegate



The delegator is not being organized

•could not sort out which tasks could/should be delegate

•it is important to take stock of what you’re doing

•your own level of personal organisation is less than ideal

•you are not able to isolate a specific task to delegate

•not recognize that your own disorganisation is at theheart of your inability to delegate



Don’t let clutter get on top of you. A cluttered desk leaves you withthe feeling of being disorganized

and “snowed under”. Take time to re-organize your cluttered work

area.



The delegator is feeling irreplaceable

• You are the only one who can do the job

•obstructing your own progress

•no need to get involved with day-to-day details

•more tasks can be delegated than you think



The delegator is not trusting people

•Have been let down in the past

•do not think others will as careful as you are

•not as committed as you are

•the key word in delegation is TRUST



The delegator is not acceptingdifferences

•looking for a clone

•recognize the strengths of people and make themost of them

•less important how they carry out the task

•“Good Enough” concept



The delegator is givingtoo much away

•Delegation Vs. abdication

•responsibility without authority

•do not achieve results and become unresponsive

•end up having to do it all yourself

•as bad as not giving away anything at all



It is so hard to delegate when thedelegator ...

• does not clearly understand where hisown authority and responsibility beginsand ends

• thinks he can do the work better than hisstaff

• feels insecure

• believes in the exercise of the authorityand managerial prerogative



It is so hard to delegate when thedelegator ...

• believes that subordinates are alreadyoverworked

• is not willing to delegate

• is feeling irreplaceable

• is not trusting people

• is not accepting different• is giving too much away

Getting Going



many good reasons

for delegating

Best use of time

develop people

able to do value added job

Main barrier Fear that they won’t get theresults they want

The key to effective delegating•what job can I give away?

•what does the job involve?•what do I need to do to ensure that people know•what they are doing?



What should we

delegate? Why?



Any Task Your Staff

Can Do

Better than you



Better than you

• Younger, fitter, more recently qualified havestrengths where you weak

•use your people knowledge and experience

ultimately

•assess and utilize the strengths and theweakness for you and your people

•they know customer better than you



At less expense than You

•paid less than you

•cost will reduce if they tackle something you

did before

•more profit if you can save time to morevalue added projects



With better timing

•they are on the spot

•can give immediate service



As part of their normal functions

• it’s their job rather than yours

•don’t take away if they don’t do wellin beginning



As a contribution to their training

and development•world changing

•people need to stretch out to sustaintheir interest

•staff have to be prepared for the future

h i i bili f



To assess their suitability forpromotion

•It is often a huge mistake to promote peoplesimply because they are good at what theyare doing now

•need to give them a taste of the role andwatch how they react

We should delegate any task that staff



We should delegate any task that staffcan do because...

• better than us

• at less expense than us

• with better timing• as part of their normal functions

• as a contribution to their training anddevelopment

• to assess their suitability for theirpromotion



What shouldn’t we

delegate? Why?

Overall policy and planning for yourarea of responsibility



area of responsibility

POLICY making it clear to your staffwhat you expect from them

PLANNING

The allocation and control ofdelegated duties, the organisationof your own time, the establishment

of routines for yourself and yourteam



A concentrated focus on your value-

added priorities

•performance improvement

•change management



Selection, training and performance

appraisal for your immediatesubordinates

• An abrogation of your managerial accountabilityto allow any of these function to be carried out

for you by someone else



Promotion, praise and discipline for your immediate subordinates

• it may be subject to organisational policies

and decision of others

•does not stop you from makingrecommendation



Anything your immediate boss wants

you to do personally

• You may resist if you think that your boss

is misguided

•but if your arguments are objected then you havelittle option but to comply

i l bl f h k f



Final accountable for the work of yourteam

• You can’t delegate this under anycircumstances

W h ld t d l t



We should not delegate...

• overall policy and planning for our area ofresponsibility

• a concentrated focus on our value-added

priorities

• selection, training and performanceappraisal for our immediate subordinates

We ho ld ot dele te



We should not delegate...

• promotion, praise and discipline for ourimmediate subordinates

• Anything our immediate boss wants us to

personally

• leadership for our people

• final accountability for the work of our

team

Part 2 HOW TO DELEGATE



Part 2. HOW TO DELEGATE

• Deciding what to delegate

• Deciding who can do it

• Briefing

• Monitoring progress

• Attitudes to delegating

• Checklist for delegating• Benefits of delegating



Clear thinking is

important. If we thinkhard enough about aproject right from thestart realistically and far-

sightedly - we’ll be onestep ahead of pitfalls.



Deciding what to

delegate?

To Decide what to delegate




• We need to…

– choose the task

– know what the task requires

– assess the risks

Knowing what the task requires



Knowing what the task requires

• Mental process need to carry out

• Activities be performed and theequipment to be used in the task

• Relationship with other peoplenecessary to complete the task

Overhauling the filing system



Overhauling the filing system

• Mental process logical thinking

• Activities sorting files, putting things inorder

• Relationship consulting with others

Organizing a presentation



Organizing a presentation

• Mental process ability to plan

• Activities organizing and directing

• Relationship communicating with otherpeople to get their cooperation

Assessing the risks



Assessing the risks

• How much risk? – What are the consequences of the job

being mismanaged, what are the chancesof that happening?

• How much responsibility?

– What obligation which you are relied uponto care about are handling over?

• How much authority? – What extent of your command and control

will you be given up?





• We need to…

– choose the task

– know what the task requires

– assess the risks

Analyzing the job



Analyzing the job

• To take stock of your activities

• sort them out

• analyze the requirement

• assess the risk

• wise choice



Deciding who to

delegate?



Whether you are a manager in a big firm or asmall company, you need to know how to

handle people if you want things to runsmoothly. The more we know about people thebetter we will be able to get along

To decide who can do the task...




• We have to ….

– consider capabilities of our people

– know what our people need

– be able to match task to people

Considering Capabilities



The Aces

•Experienced people

•need left alone unlesshelp is requested




The Kings & Queens

•Fairly experienced people

•need support time to time




The Jacks

•People who need to learn howto do

•need direction

•lack of experience = lack ofability




Th Jokers

•Outsiders who can becalled upon when the needarise

Knowing what people need



Know the Facts

• area ofresponsibilities,ramifications and its

boundaries• the amount of

authority

• the standards whichyou require

• time-scale involved

Feel Support

• you will be fullysupportive

• you care about task

and want them to besuccessful

• you have confidencein their ability

Matching Task To People



MUST JACK

SHOULD KINGS & QUEEN

CAN ACE

not enough time

need special expertise JOKER




• We have to ….

– consider capabilities of our people

– know what our people need

– be able to match task to people

Analyzing People



• Right people for right task

• Know your people’s capabilities and theirneeds

• Outcome will be good



Briefing

During the briefing...



• We have to…

– set the scene

– talk over details

– describe the background

– set the standards

– coach

– make agreement on how to report progress

Setting The Scene



Why It NeedsTo Be Done

What YouWant Doing

How It FitsInto Overall

Picture

Company Product Presentation



• What you want doing – I’d like you to take over the arrangements for our next

presentation

• Why it needs to be done

– We have found that by meeting our customers this way, wecan show them our new products very effectively

• How it fits into overall picture

– The presentation forms a key element in our marketingstrategy. It is important because it allows us to follow up

and develop the specific interests expressed by differentcustomers.

Talking Over The Details



The Componentsof the Task

The Responsibilities You Are Handing Over

The Authority You Are Assigning




• The responsibilities you are handing over – You’ll be responsible for invitations, hotel booking and

presentation.

• The components of the task

– Comparing proposal from hotels, reviewing customers list,setting up presentation

• The authority you are assigning

– You can introduce yourself as the person in charge and signnecessary

For their preparation P ibl Pitf ll



Describing TheBackground

For their preparation Possible Pitfalls

You know whole picture but they don’t




• Describing the background – By and large, the hotel we used has looked after us very

well, but the projector we hired was faulty so you mightwant to find another supplier this.

– We have a short presentation followed by questions whichenables people to air their concerns.

– The hall we usually use is _____ and the person you needto contact is Mr___ is rather difficult but his assistant,Mr___ is extremely competent and cannot enough to help.

Quantity



Setting TheStandards

Q y

Quality

Time

Cost




• Quality – Presentation must be set up in a standard way

• Quantity

– 50 customers must be invited

• Time – Preparation must be completed by the end of the month

• Cost

– The expense should not be more than it did last year

Coaching



GUIDEpeople to use theirown initiative and logic

• Ask Logical Questions•Provide Information•Encourage To Make Decision

•Show how it is done in the normal way•Repeat it slowly, explain why•Let them try and talk them through process•Get them to do it on their own

INSTRUCTthem in a skill

Reporting Progress



• Making a jointly-agreed plan

• Arrange a follow-up meeting

• Remind them you’re always there for

consultation

During the briefing...



• We have to…

– set the scene

– talk over details

– describe the background – set the standards

– coach

– make agreement on how to report progress



Handing Over The Task

• Systematic and structured way

• Corner Stone



Monitoring the

progress

To monitor the progress….



• We have to – checking

– advise

– review – give credit

Checking

ma be behind sched l



•What should be happening?

•What is actually happening?

• Any substantial variation?

MINOR

MAJOR

MEGA

•may be behind schedul

•arrange meeting

•Way off course

•no blame, offer help

• As if disaster is impending•take over the task

•see it to a reasonableconclusion

Advising



• Sometimes people ask for advise

• even you know what should be donealways ask

• they just lack of confidence• not to over-dependent

• encourage them to treat as their own

What do you

thinkyou should

do?

Reviewing



•Results with standards set earlier

•Discuss how the task was performed

•Congratulate the person on things that wentwell

•What they have learned and areas to improve

When a job is

complete

d

Giving Credit

Make all the diffe ence



Give CreditWhere Credit Is Due

Make all the differenceto their lives although isa jot of different to you



If a job is well done, sayso.Sincere praise is balmfor the soul. And yourstaff will strive

to work that muchharder.

To monitor the progress….



• We have to – checking

– advise

– review – give credit

Keeping Track



• Even they are on top of a task, they stillneed checking and encouragement

• Follow-up their progress without

appearing as you’re watching their everymove

• They need to feel they’re allowed to get

on with job and make decisions• review and give credit



Attitudes toDelegating

To have the right attitudes todelegating...



• We must be able to ... – let go

– show trust

– support mistakes – obtain commitment

Letting Go



Easier SaidThan Done

Having courage to take a calculatedrisk, by deciding to let someone elseto do a task that you would normally

do, what still accepting full responsibilityfor the results

Keep Promise Value the effortsothers have made



ShowingTrust

Never blameNever abandoned

The key word in delegation



The key word in delegationis trust because when youdelegate,you have to give the other

person sufficientautonomy.

They must be allowed tomake mistakes



SupportingMistakes

make mistakes

They shouldn’t beafraid to admit it

When mistakes occur, thefirst reaction is to bawlour someone and findscapegoats But everyone



scapegoats. But everyonemakes mistakes. Once amistake is made, it ismade. Take a constructive

view, learn from youmistakes and avoidmaking them again.

Obtaining Commitment



The MoreCommitment

You Obtained

The Greater TheChance That

They’ll Be Successful

necessary task

certain degree of

autonomy

entrusted

To have the right attitudes todelegating...



• We must.. – let go

– show trust

– support mistakes – obtain commitment

Delegating Successfully



Know how to delegate

but without right attitude(letting go, show trust,

supporting mistakes,

obtaining commitment)

NOTHING!!

Choosing

the Task

•must, should, can, retain

•knowing task requirement•assessing the risk

Choosing

the People

• Ace, Kings & Queens,Jack, Jokers

•Know the facts, feel the

Choosing

the Task

•Letting Go



Check ListFor Delegating

the People

support•Matching task to people

Briefing•Set the Scene•Talk Over the Details•Describe the Background•Set Standards

•Coaching•Reporting Progress

Monitoring

Progress

•Checking• Advising

•Reviewing•Giving Credit

•Showing Trust•Supporting Mistakes•Obtaining Commitment



The Benefits ofDelegating?



Thank You!

delegating skills

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