The Art of Delegation
Or….
How to get others to do your work, so you
can get on to what you’re really suppose
to be doing….
By: NAVYA,NIDHI
NEEMA, NISHITH
Delegation:
“The act of delegating, or investing with authority to act
for another” ([Link])
OR….
“the distribution of responsibility and authority to
others while holding them accountable for their
performance.” ([Link])
Why Delegate?
To use skills and To prevent the group
resources already from getting too
within the group dependent on one or
two leaders
To keep from burning
To become more
out a few leaders powerful as a group
To develop new leaders To allow everyone to
and build new skills feel a part of the effort
within the group and the success
To get things done Group members feel
more committed if they
have a role and feel
needed
Why Not?
…its too hard!
…it takes too much time!
…nobody can do it as good as I can
…nobody else has any time
either……
Top 10 Barriers to Delegation
SMALL GROUP ACTIVITY
Read through the 10 barriers to
delegation. For each barrier, reword
the statement to reflect a rationale for
delegation rather than a barrier.
Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor
Introduce the Task
Determine task to be
delegated
Determine tasks to
retain
Select delegate
Introduce the Task
Determine task to be Those tasks you
delegated completed prior to
Determine tasks to assuming new role
retain Those tasks your
Select delegate delegates have more
experience with
Routine activities
Those things not in your
core competency
Introduce the Task
Determine task to be Supervision of
delegated subordinates
Determine tasks to Long-term planning
retain Tasks only you can do
Select delegate Assurance of program
compliance
Dismissal of
volunteers/members/par
ents, etc.
Introduce the Task
Determine task to be Look at individual
delegated strengths/weaknesses
Determine tasks to retain Determine interest areas
Select delegate Determine need for
development of delegate
Introduce the Task
Use What-Why
Statements:
I want you to do…..
Because you……
What-Why Statements
SMALL GROUP ACTIVITY
In your groups, brainstorm 5 tasks
you are currently doing that could be
delegated.
Determine who would serve as your
best delegate for each of the tasks.
Compose what – why statements for
each of the 5 tasks brainstormed.
Demonstrate Clearly
Show examples of previous work
Explain objectives
Discuss timetable, set deadlines
Ensuring Understanding
Clear communication
Ask for clarification
Secure commitment
Don’t say no for them
Collaboratively determine
methods for follow-up
Allocate…
authority, information, resources
Grant authority to determine process, not desired
outcomes
Provide access to all information sources
Refer delegate to contact persons or specific
resources that have assisted previously
Provide appropriate training to ensure success
Let go…
Communicate delegate’s authority
Step back, let them work
Use constrained access
Don’t allow for reverse delegation
Support and Monitor
Schedule follow-up meetings
Review progress
Assist, when requested
Avoid interference
Publicly praise progress and completion
Encourage problem solving
Support and Monitor
In your group, select one task from your
previous group work. Determine 5
techniques that would be effective for
supporting/monitoring the progress of a
delegate.
Delegation Stressors
Loss of control?
If you train your subordinates to apply the same criteria
as you would yourself, then they will be exercising your
control on your behalf.
Delegation Stressors
Too much time spent on explaining tasks
The amount of time spent up front is, in fact, great. But,
continued use of delegation may free you up to
complete more complex tasks and/or gain you some
time for yourself.
Delegation Stressors
Compromising your own value
By successfully utilizing appropriate delegation, your
value to the group/organization will grow at a greater
rate as you will have more time to do more things…….
Practice Makes Perfect
It gets easier the more you do it
You become more familiar with your delegates
Flow-through task delegation
Consequences of poor delegating
Information and decision-making not shared by the
group
Leaders become tired out
When leaders leave groups, no one has experience to
carry on
Group morale becomes low and people become
frustrated and feel powerless
The skills and knowledge of the group/organization
are concentrated in a few people
New members don’t find any ways to contribute to the
work of the group.
And, finally…..
“The secret of success is not in doing your own work
but in recognizing the right [person] to do it.”
~Andrew Carnegie