doing it all: why is delegating such a tough task? iatefl 2014
TRANSCRIPT
Bruna CaltabianoHarrogate, England
April 4, 2014.
Doing it all: why is delegating such a tough task?
By the end of this talk, we will have discussed:
• the importance of delegation;
• why it is neglected or overlooked;
• a 5-step plan that might help when it comes to successful delegation.
Why delegation?
‘Delegating is one of the most important skills demonstrated by successful managers and one often neglected or overlooked.’
(Brown, 2008)
Do you need to improve it?• Is your inbox always full?• Are you constantly working overtime on tasks that
‘only you’ can do?• Are you frequently interrupted by requests for
guidance and clarification?• Do your direct reports feel unprepared to perform
the tasks?(Brown, 2008)
The common ‘excuses’
(
I can do this better or quicker than my staff.
I don’t have confidence in my
staff.
It’s easier to do it myself , I don’t have time to delegate.
I like to have
things done my
way.
My staff will resent the additional work.
Fear
(Heller, 1998)
Invest time to save time!
The
• Reducing your workload and stress• Improving the level of trust between you and your staff• Testing a staff member’s capabilities before offering a
promotion(Brown, 2008)• Motivating – a sense of achievement is central to any
employee’s job satisfaction (Heller, 1998)
Five steps to successful delegation
1. Determine which tasks to delegate2. Identify the right person for the job3. Assign the task4. Monitor progress and provide feedback5. Evaluate performance(Luecke, 2009)
‘Delegating work works, provided the one delegating works, too.’ -Robert Half
1. Determine which tasks to delegate
• Keep a detailed time log for two weeks
• Ask yourself: - Which are the tasks I am doing that do not need to be done at all? - Which are the taks I am now doing that do not require my unique knowledge, skills or authority? - Which are the tasks I am doing that can only be done by me?
• Identify the opportunities for delegation (Heller, 1998)
Average Week X Ideal Week
(Heller, 1998)
The balanced approach
• Some tasks:- Interesting- Motivating- Educational
• Others:- ‘dirty category’: boring, physically taxing, unpleasant(Luecke, 2009)
2. Identify the right person for the job• Time available• Interest in the task• Capability and reliability• Closeness to the problem or issue• Potential to benefit from the assignment(Luecke, 2009)
Strategic Delegation
Employee and Manager skill set
(Luecke, 2009)
3. Assigning the job• The Big Picture• Key Details• Support• Authority• Outcome• Deadline
(Luecke, 2009) (Brown, 2008)
‘There is never enough time to do it right; but there’s
always enough time to do it over.’- Old saying
(Tracy, 2013)
4. Monitor progress and provide feedback
•Descriptive, not judgmental•Focused on modifiable behavior•Specific•Well-timed•Works on both directions (Luecke, 2009)
A feedback loop
(Luecke, 2009)
The Monkey• Harvard Business Review article written in the early
1970s by Willian Oncken Junior:
‘Never allow delegates to put the monkey back onto your back!’
(Luecke, 2009)
Ways of dealing with it:
• providing positive reinforcement• helping employees assess the situation• encouraging the employee to come up with a
solution, providing coaching as needed (Brown, 2008)
Our role
(Heller, 2008)
5. Evaluate PerformanceAsk yourself:
•Was the task complete?•Was the task completed on time?•Does the task meet quality standards?(Luecke, 2009)
Final analysis:
•Employee’s strengths and weaknesses•Where training and development may be needed•Types of assignments the person is prepared to take on in the future. (Luecke, 2009)
DelegatingSmall activity but draws on and develops many other
skills that every manager must have:
(Luecke, 2009)
‘As soon as a man climbs up to a high position, he must train his subordinates and trust them. They must relieve him of all small matters. He must be set free to think, to travel, to plan, to see important customers, to make improvements, to do all the big jobs of leadership.’
-Herbert N. Casson
‘Surround yourself with the best people you can find, delegate authority, and don’t interfere as long as the policy you’ve decided upon is being carried out.’
- Ronald Reagan
Bibliography• Brown, T. L. Delegating Work. Boston: Harvard
University Press, 2008.• Heller, R. How to delegate. New York: DK
Publishing, 1998.• Luecke, R. A. The Busy Manager’s Guide to
Delegation. New York: American Manager Association, 2009.
• Oncken, W.; Wass, D. Management Time: Who’s got the monkey? Harvard Business Review, 1974.
Bibliography• Tracy, B. Delegation & Supervision. New York:
American Manager Association, 2013.• White, Ron et al. Management in English Language
Teaching. Cambridge: Cambridge University Press, 1991.
• White, Ron et al. From Teacher to Manager. Cambridge: Cambridge University Press, 2008.
Websites
• http://ihjournal.com/delegation-%E2%80%93-letting-go-or-losing-control-by-maureen-mcgarvey
• http://www.leadersedge360.com/quotes/Delegation%20Quotes.pdf
