leadership iii: delegating leadership iii strategies for supervisory success
TRANSCRIPT
Leadership III: DelegatingLeadership III: Delegating
LEADERSHIP IIILEADERSHIP III
STRATEGIES FORSTRATEGIES FOR
SUPERVISORY SUCCESSSUPERVISORY SUCCESS
Leadership III: DelegatingLeadership III: Delegating
LEADERSHIP IIILEADERSHIP III
Situational LeadershipSituational Leadership
DelegatingDelegating CoachingCoaching DisciplineDiscipline
Leadership III: DelegatingLeadership III: Delegating
OBJECTIVESOBJECTIVES
Define delegation.Define delegation. Identify the: Identify the: • benefits of effective delegation.benefits of effective delegation.• barriers to effective delegation.barriers to effective delegation.• nine principles of effective nine principles of effective
delegation.delegation.• consequences of reverse delegation.consequences of reverse delegation.
Leadership III: DelegatingLeadership III: Delegating
OVERVIEWOVERVIEW
What is Delegation?What is Delegation? Benefits of DelegationBenefits of Delegation Barriers to DelegationBarriers to Delegation Principles of DelegationPrinciples of Delegation Reverse DelegationReverse Delegation
SITUATIONAL LEADERSHIPSITUATIONAL LEADERSHIP
DirectingDirecting CoachingCoaching SupportingSupporting DelegatingDelegating
INTRODUCTION TO INTRODUCTION TO DELEGATIONDELEGATION
VideoVideo
Leadership III: DelegatingLeadership III: Delegating
DELEGATION =DELEGATION =
The sharing of authority, The sharing of authority, responsibility, and accountability responsibility, and accountability
between two or more peoplebetween two or more people
Leadership III: DelegatingLeadership III: Delegating
AUTHORITY =AUTHORITY =
The right to make decisions and The right to make decisions and take actiontake action
Leadership III: DelegatingLeadership III: Delegating
RESPONSIBILITY =RESPONSIBILITY =
Having an obligation to make Having an obligation to make decisions and take actiondecisions and take action
Leadership III: DelegatingLeadership III: Delegating
ACCOUNTABILITY =ACCOUNTABILITY =
Having to answer for resultsHaving to answer for results
Leadership III: DelegatingLeadership III: Delegating
DELEGATION TAKES PLACE DELEGATION TAKES PLACE WHENEVER SOMEONE WHENEVER SOMEONE
ASSUMES RESPONSIBILITY ASSUMES RESPONSIBILITY FOR TASK(S) ASSIGNED TO FOR TASK(S) ASSIGNED TO
AN INDIVIDUAL AT A HIGHER AN INDIVIDUAL AT A HIGHER LEVEL.LEVEL.
Leadership III: DelegatingLeadership III: Delegating
LEADERSHIP =LEADERSHIP =
The process of influencing others The process of influencing others toward the achievement of toward the achievement of
organizational goalsorganizational goals
Maximizing Subordinate potential Maximizing Subordinate potential through delegationthrough delegation
Leadership III: DelegatingLeadership III: Delegating
ACTIVITY 1ACTIVITY 1
BENEFITSBENEFITS
Leadership III: DelegatingLeadership III: Delegating
BENEFITS FOR THE BENEFITS FOR THE SUPERVISORSUPERVISOR
More tasks in less timeMore tasks in less time Ability to concentrate on more Ability to concentrate on more
critical issuescritical issues Increased unit moraleIncreased unit morale Increased unit productivityIncreased unit productivity More effective leadershipMore effective leadership Better time managementBetter time management
Leadership III: DelegatingLeadership III: Delegating
BENEFITS FOR THE BENEFITS FOR THE SUBORDINATESUBORDINATE
Increased knowledgeIncreased knowledge Leadership developmentLeadership development Increased motivationIncreased motivation Better understancing of Better understancing of
organizational goalsorganizational goals Self-esteemSelf-esteem
Leadership III: DelegatingLeadership III: Delegating
BENEFITS FOR THE BENEFITS FOR THE ORGANIZATIONORGANIZATION
Better time managementBetter time management More effective use of human More effective use of human
resourcesresources Development of future leadersDevelopment of future leaders Increased organizational Increased organizational
effectivenesseffectiveness
Leadership III: DelegatingLeadership III: Delegating
ACTIVITY 1ACTIVITY 1
BARRIERSBARRIERS
Leadership III: DelegatingLeadership III: Delegating
BARRIERS TO DELEGATIONBARRIERS TO DELEGATION
Believe it is “wrong” Believe it is “wrong” Fear of being “shown up”Fear of being “shown up” Believing you can do it better/fasterBelieving you can do it better/faster Lack of confidence in subordinatesLack of confidence in subordinates ““Favorite” tasksFavorite” tasks ControlControl Lack of self-confidenceLack of self-confidence
Leadership III: DelegatingLeadership III: Delegating
BARRIERS TO DELEGATIONBARRIERS TO DELEGATION
Believe it is “wrong” Believe it is “wrong”
GETTING THE JOB DONEGETTING THE JOB DONE
does does notnot mean mean
DOING IT ALL YOURSELFDOING IT ALL YOURSELF
Leadership III: DelegatingLeadership III: Delegating
BARRIERS TO DELEGATIONBARRIERS TO DELEGATION
Believe it is “wrong” Believe it is “wrong” Fear of being “shown Fear of being “shown
up”up”
EFFECTIVE LEADERS EFFECTIVE LEADERS ARE COMMITTED TO ARE COMMITTED TO MAXIMIZING THE MAXIMIZING THE POTENTIAL OF EACH POTENTIAL OF EACH SUBORDINATESUBORDINATE
Leadership III: DelegatingLeadership III: Delegating
BARRIERS TO DELEGATIONBARRIERS TO DELEGATION
Believing you can do it better/fasterBelieving you can do it better/faster Lack of confidence in subordinatesLack of confidence in subordinates ““Favorite” tasksFavorite” tasks
ALL TASKS ASRE NOT EQUALALL TASKS ASRE NOT EQUAL
YOU DO THEM MORE OFTENYOU DO THEM MORE OFTEN
YOU MUST HELP SUBORDINATES GROWYOU MUST HELP SUBORDINATES GROW
Leadership III: DelegatingLeadership III: Delegating
EFFECTIVE LEADERS UNDERSTAND EFFECTIVE LEADERS UNDERSTAND THE PROCESS OF DELEGATINGTHE PROCESS OF DELEGATING
1.1. Delegate the right taskDelegate the right task
2.2. Delegate to the right personDelegate to the right person
3.3. Define responsibilityDefine responsibility
4.4. Delegate authorityDelegate authority
5.5. Get agreementGet agreement
6.6. Demand accountabilityDemand accountability
7.7. Establish feedback mechanismsEstablish feedback mechanisms
8.8. Provide for emergenciesProvide for emergencies
9.9. Reward accomplishmentsReward accomplishments
Leadership III: DelegatingLeadership III: Delegating
THE RIGHT TASKTHE RIGHT TASKDO NOT DELEGATEDO NOT DELEGATE
Supervisor-to-subordinate Supervisor-to-subordinate responsibilitiesresponsibilities
Confidential dutiesConfidential duties High-risk tasksHigh-risk tasks The vital fewThe vital few
(Examples?)(Examples?)
Leadership III: DelegatingLeadership III: Delegating
THE RIGHT TASKTHE RIGHT TASKCONSIDER DELEGATINGCONSIDER DELEGATING
Any routine taskAny routine task A task you have A task you have
been putting offbeen putting off A task you have A task you have
been wrestling been wrestling withwith
An unexpected An unexpected requirementrequirement
A “headache”A “headache”
Leadership III: DelegatingLeadership III: Delegating
1. DELEGATE THE RIGHT 1. DELEGATE THE RIGHT TASKTASK
List all tasksList all tasks
Evaluate each task for potential Evaluate each task for potential delegationdelegation
Select one or twoSelect one or two
Leadership III: DelegatingLeadership III: Delegating
2.DELEGATE TO THE RIGHT 2.DELEGATE TO THE RIGHT PERSONPERSON
CompetenceCompetence ReadinessReadiness Self-Self-
confidenceconfidence CredibilityCredibility
Leadership III: DelegatingLeadership III: Delegating
3. DEFINE RESPONSIBILITY3. DEFINE RESPONSIBILITY
What?What? How much?How much? How well?How well? By whom?By whom? With whom?With whom? When?When?
Share Share knowledge of knowledge of why.why.
Provide for Provide for appropriate appropriate training.training.
Leadership III: DelegatingLeadership III: Delegating
4. DELEGATE AUTHORITY4. DELEGATE AUTHORITY
The right to make The right to make decisions and take decisions and take actionaction
Specify limitsSpecify limits• Seek approval Seek approval
before taking actionbefore taking action• Take action and Take action and
report resultsreport results• Take actionTake action
Leadership III: DelegatingLeadership III: Delegating
5. GET AGREEMENT5. GET AGREEMENT
Opportunity to accept or refuseOpportunity to accept or refuse Acceptance = Commitment = Acceptance = Commitment =
EffortEffort
Leadership III: DelegatingLeadership III: Delegating
6. DEMAND 6. DEMAND ACCOUNTABILITYACCOUNTABILITY
Having to answer for resultsHaving to answer for results
Leadership III: DelegatingLeadership III: Delegating
7. ESTABLISH FEEDBACK 7. ESTABLISH FEEDBACK MECHANISMSMECHANISMS
Periodic feedback reportsPeriodic feedback reports Determine frequency based on:Determine frequency based on:• ComplexityComplexity• ImportanceImportance• Subordinate competenceSubordinate competence
Do not abdicateDo not abdicate Do not micro-manageDo not micro-manage Tolerate differencesTolerate differences
Leadership III: DelegatingLeadership III: Delegating
8. PROVIDE FOR 8. PROVIDE FOR EMERGENCIESEMERGENCIES
Contingency Contingency plansplans
Remain Remain interested but interested but not nosynot nosy
Leadership III: DelegatingLeadership III: Delegating
9. REWARD 9. REWARD ACCOMPLISHMENTSACCOMPLISHMENTS
Leadership III: DelegatingLeadership III: Delegating
THE PROCESS OF DELEGATINGTHE PROCESS OF DELEGATING
1.1. Delegate the right taskDelegate the right task
2.2. Delegate to the right personDelegate to the right person
3.3. Define responsibilityDefine responsibility
4.4. Delegate authorityDelegate authority
5.5. Get agreementGet agreement
6.6. Demand accountabilityDemand accountability
7.7. Establish feedback mechanismsEstablish feedback mechanisms
8.8. Provide for emergenciesProvide for emergencies
9.9. Reward accomplishmentsReward accomplishments
Leadership III: DelegatingLeadership III: Delegating
ACTIVITY 2ACTIVITY 2
EVALUATING THE DELEGATING EVALUATING THE DELEGATING PROCESSPROCESS
SM DG-9SM DG-9 Scenario 1, 2-5Scenario 1, 2-5
Leadership III: DelegatingLeadership III: Delegating
REVERSE DELEGATION =REVERSE DELEGATION =
When a supervisor accepts When a supervisor accepts responsibility for a subordinate’s responsibility for a subordinate’s
workwork
Leadership III: DelegatingLeadership III: Delegating
CONSEQUENCES OF CONSEQUENCES OF REVERSE DELEGATIONREVERSE DELEGATION
Takes time away from required Takes time away from required taskstasks
Rewards subordinate for Rewards subordinate for unacceptable performanceunacceptable performance
Reduces leader’s credibilityReduces leader’s credibility Prevents subordinate growth Prevents subordinate growth
and developmentand development
Leadership III: DelegatingLeadership III: Delegating
HOW TO AVOID REVERSE HOW TO AVOID REVERSE DELEGATIONDELEGATION
Provide feedbackProvide feedback Provide trainingProvide training
Give it Back!!Give it Back!!
Leadership III: DelegatingLeadership III: Delegating
THE PROCESS OF DELEGATINGTHE PROCESS OF DELEGATING
1.1. Delegate the right taskDelegate the right task
2.2. Delegate to the right personDelegate to the right person
3.3. Define responsibilityDefine responsibility
4.4. Delegate authorityDelegate authority
5.5. Get agreementGet agreement
6.6. Demand accountabilityDemand accountability
7.7. Establish feedback mechanismsEstablish feedback mechanisms
8.8. Provide for emergenciesProvide for emergencies
9.9. Reward accomplishmentsReward accomplishments
Leadership III: DelegatingLeadership III: Delegating
DELEGATE FOR SUCCESSDELEGATE FOR SUCCESS
Know yourselfKnow yourself Know your subordinatesKnow your subordinates Follow the rulesFollow the rules Take your timeTake your time Believe you can!Believe you can!
Leadership III: DelegatingLeadership III: Delegating
““When the best leader’s When the best leader’s work is done, the people work is done, the people say: ‘We did it ourselves!’”say: ‘We did it ourselves!’”
Lao-TsuLao-Tsu