Delegation- Secret

of executive
excellence
 WHAT IS DELEGATION

•The oxford
dictionary meaning
to delegation is
“entrust to another”
 WHY DELEGATE ?

•Shall we make a try?

• Have chat to your neighbour first and come
out with some agreements and then discuss
among the group and provide a list for the
information of everybody
 WHY DELEGATE
• THE REASONS FOR DELEGATING ARE
TWO FOLD
• 1. To help the Manager
• 2. To develop the subordinates with the
intention of strengthening the organization
and improving its efficiency and
performance at the same time
 SYMPTOMS OF POOR
DELEGATION
• 1. Working longer hours than others
• 2. Having no lunch /coffee breaks
• 3.Taking work home
• 4. Spending time on mundane tasks
• 5.helping others who could do without
the help
 SYMPTOMS OF POOR
DELEGATION
• 6. Subordinates seeking advice all the
time
• 7.Obsession with trivia- Perfectionist
Syndrome
• 8. Unfinished tasks
• 9. No time for pleasure or recreation
• 10. Taking all decisions by himself
 RELUCTANCE TO DELEGATE
• 1. I can do it better myself -fallacy
• 2. Lack of confidence in subordinates
• 3. Inability to direct
• 4. Lack of communication
• 5. Fear of the Murphy’s law
 RELUCTANCE TO DELEGATE
• 6. Temperamentally unsuited to taking a
chance
• 7. Fear of competition
• 8.Fear of expressing favouritism amongst
subordinates
• 9.No contingency plans to cope with
unanticipated problems
 RELUCTANCE TO DELEGATE
• 10. Unwilling to let subordinates make
mistakes Temperamentally unsuite to
taking a chance
• 11. Fear of repurcussions and personal
judgement being called in to question
• 12. A desire to cling to simple tasks out
of personal interest
 DELEGATION IS A TWO
SIDED RELATIONSHIP
• EVEN WHEN A MANAGER IS
READYTO TURN OVER
AUTHORITY THE
SUBORDINATE MAY
SHRINKFROM ACCEPTING
IT.THERE ARE SEVERAL
POSSIBLE REASONS FOR SUCH
RELUCTANCE
 RELUCTANCE TO ACCEPT
AUTHORITY BY DELEGATEE
• 1. It may be easier to ask the boss
what to do than decide for himself
• 2.lack of confidence in his own
abilities
• 3. Already too much work to do
• 4.What is in it for me syndrome
• 5. Fear of criticism
 RELUCTANCE TO ACCEPT
AUTHORITY BY DELEGATEE
• 6. It may be easier to ask the boss what to
do than decide for himself
• 7.Fear of adverse reactions from
colleagues
• 8. Lack of adequate information about
the task
• 9.insufficient resources to do the job well
 WHAT TO DELEGATE

• Deciding on what to delegate can

often be difficult and will be
based on whether the aim of the
delegation is to reduce personal
pressure, develop subordinates
or a combination of the two
 WHAT TO DELEGATE
• In determining what to delegate the sorts of
questions a manager need to ask are as
follows
• 1. What keeps again and again in the job
• 2.what are the minor decisionsmade most
frequently
• 3.What detail takes up most of the time
 WHAT TO DELEGATE
• 4. Where will least damage occur should a
mistake be made
• 5.which tasks could be handled by the
subordinates better than or same as me
• 6.Which tasks do I enjoy doing just because
I’Ve always done them
• 7.What jobs that could be delegated which
would provide more variety and challenge
to subordinates
 WHAT TO DELEGATE
• 8. What aspects of my workare directly
related to something a subordinate does
already
• 9.What kind of experience would be
directly beneficial to subordinates in
developing their skills and experience
• 10.What duties can be delegated which will
have clearly specified direction and will
require minimal control
 WHAT NOT TO DELEGATE

• In the practice of management

Peter Drucker identifies areas of
what he views as management
responsibilities which should not
be delegated
 WHAT NOT TO DELEGATE

• 1. Setting policy objectives

• 2. Organizing employees in to an
efficient team
• 3. Motivating and communicating
• 4. Checking and analyzingresults
• 5. Setting training objectives
 WHY DELEGATION FAIL
• 1. Managers don’t delegate enough to
know the pitfalls
• 2. Managers fail to treat each situation
as unique
• 3.There is a communication breakdown
of some kind
• 4. The delegated areas are not defined
clearly enough
 WHY DELEGATION FAIL
• 5. No allowance is made for
inevitable errors
• 6.Managers fail to treat each
situation as unique
• 7. There is a communication
breakdown of some kind
 WHY DELEGATION FAIL
• 8.Insufficientchecks and control
mechanisms are built in to the
project to prevent disaster whilst
still allowing freedom and
encouraging the initiative of the
subordinate
 WHY DELEGATION FAIL
• 9.The extent of the authority afforded
the subordinate results in upsetting the
equilibrium of the department of
section
• 10. True delegation does not take place-
I.e. the delegator fails to let go of the
reins
Why Delegation fail at times?
 Why Delegation fail at times?
Because people do not manage it
 PLANNING FOR DELEGATION
• Successful delegation must be planned
carefully and systematically if it is so to
free the manager and enable him to
become involved in other management
priorities whilst still developing the
skills and abilities of subordinates.
Therefore attention needs to be given to
the following
 PLANNING FOR DELEGATION

• Delegation should be done

gradually
• Talk to subordinates and listen to
what they have to say
• Assessing capabilities and
identifying weaknesses
 PLANNING FOR DELEGATION
• Soliciting ideas from subordinates
• Identifying potential problems so that
the risk is minimized
• Improving the organization of his
section or department
• set up a clear procedure for delegating
PROCEDURE FOR DELEGATION
• PHASE 1
• Critically examine own job
• List all tasks currently undertaken
• Add to the list any tasks which are
currently omitted through lack of time
• Extract tasks which cannot/ should not be
delegated
PROCEDURE FOR DELEGATION
• Rearrange the remaining items in
descending order of importance
• Note the estimated time required to
perform each task
• Start at the top of the list and work down to
a point at which there are sufficient tasks to
cope with bearing in mind the time
allocations made
PROCEDURE FOR DELEGATION
• Draw a line across the list - All
remaining tasks are possible candidates
for delegation ( Even if some big tasks
still remain-no matter People have to
learn and they have a knack of growing
in to the job)
PROCEDURE FOR DELEGATION
• Phase 2
• Critically assess the capabilities of
subordinates ( allowing for development)
• Match the tasks to the subordinates
• Brief each subordinate on the task(time
spent on this will pay dividends)
PROCEDURE FOR DELEGATION
• Phase 2
• Ensure that the parameters are understood
• Indicate the level of support you will
provide
• Indicate the feedbackyou will expect to
receive
PROCEDURE FOR DELEGATION
• Phase 2
• Delegate the necessary
authority
• Inform all those who need to
know of that authority
PROCEDURE FOR DELEGATION
• Phase 3
• Monitor progress by checking periodically
• Check the progress of the job, not the
ability of the subordinate to do the job
• Keep your eyes and ears open but don’t
look for trouble
 CONSEQUENCES OF POOR
DELEGATION

• TOO MUCH THINGS TO DO IN

TOO LITTLE TIME WHICH
MEANS
STRESS
 ORGANIZE FOR SUCCESS

• USE 5 S METHOD- THE EASIEST OF

ALL
 THAT IS HOW YOU DEVELOP SOMETHING CALLED A-------
• I AM YOUR CONSTANT COMPANION,I AM YOUR GREATEST HELPER OR
HEAVIEST BURDEN, I WILL PUSH YOU ONWARDS OR DRAG YOU DOWN TO
FAILURE.I AM COMPLETELY AT YOUR COMMAND.
• HALF THE THINGS YOU DO YOU MIGHT JUST AS WELL TURN OVER TO ME &
I WILL DO THEM QUICKLY & CORRECTLY I AM EASILY MANAGED & YOU
MUST MERELY BE FIRM WITH ME. SHOW ME EXACTLY HOW YOU WANT
SOMETHING DONE & AFTER A FEW LESSONS I WILL DO IT AUTOMATICALLY
I AM THE SERVANT OF ALL GREAT MEN & WOMEN & ALAS OF ALL
FAILURES AS WELL.
• THOSE WHO ARE GREAT, I HAVE MADE GREAT, THOSE WHO ARE
FAILURES, I HAVE MADE FAILURES, I AM NOT A MACHINE THOUGH I WORK
WITH THE PRECISION OF A MACHINE PLUS THE INTELLIGENCE OF A
PERSON
• YOU MAY RUN ME FOR PROFIT OR RUN ME FOR RUIN. IT MAKES NO
DIFFERENCE TO ME
• TAKE ME, TRAIN ME, BE FIRM WITH ME & I WILL PLACE THE WORLD AT
YOUR FEET. BE EASY WITH ME & I WILL DESTROY YOU. WHO AM I?
• I AM THE HABIT!
Time management is actually
balancing your activities and
doing first things first

-END-
 Delegation
 Delegation is a two-way process.
 Good delegation saves your time.
 Develops your people.
 Grooms a successor and motivates.
 Poor delegation will cause you frustration
 De-motivate and confuses the other person
 Fails to achieve the task or purpose itself
 DELEGATION PRINCIPLE
Delegation skills guide deals with general delegation

 Effective Delegation
 Succesion Planning
 Delegated Responsibilities
 Delegated Task
 Succession and Progression
 Applicable to Individuals and Teams
 Specially formed by Groups of people.
 Individual projects (including “Virtual Teams”).
 delegation and SMART /SMARTER
A simple delegation rule is the SMART acronym, or better
still, SMARTER. It's a quick checklist for proper delegation.
Delegated tasks must be:
 Specific
 Measurable
 Agreed
 Realistic
 Timebound
 Ethical
 Recorded
Traditional interpretations of the SMARTER acronym use
'Exciting' or 'Enjoyable',
 DEFINE THE TASK
Confirm in your own mind that the task is suitable to be
delegated. Does it meet the criteria for delegating?
 SELECT THE INDIVIDUAL OR TEAM
What are your reasons for delegating to this person or
team? What are they going to get out of it? What are you
going to get out of it?
 ASSESS ABILITY AND TRAINING NEEDS
Is the other person or team of people capable of doing
the task?
Do they understand what needs to be done. If not, you
can't delegate.
 EXPLAIN THE REASONS
You must explain why the job or responsibility is being
delegated. And why to that person or people? What is its
importance and relevance? Where does it fit in the
overall scheme of things?
 STATE REQUIRED RESULTS

What must be achieved? Clarify understanding by

getting feedback from the other person. How will the task
be measured? Make sure they know how you intend to
decide that the job is being successfully done.
 CONSIDER RESOURCES REQUIRED

Discuss and agree what is required to get the job done.

Consider people, location, premises, equipment, money,
materials, other related activities and services.
 AGREE DEADLINES
When must the job be finished?
Or if an ongoing duty, when are the review dates?
When are the reports due?
And if the task is complex and has parts or stages, what
are the priorities?
At this point you may need to confirm understanding with
the other person of the previous points, getting ideas and
interpretation.
As well as showing you that the job can be done, this helps
to reinforce commitment.
Methods of checking and controlling must be agreed with
the other person.
Failing to agree this in advance will cause this monitoring
to seem like interference or lack of trust.
 SUPPORT AND COMMUNICATE

Think about who else needs to know what's going on,

and inform them. Involve the other person in considering
this so they can see beyond the issue at hand. Do not
leave the person to inform your own peers of their new
responsibility. Warn the person about any awkward
matters of politics or protocol. Inform your own boss if
the task is important, and of sufficient profile.
 FEEDBACK ON RESULTS

It is essential to let the person know how they are doing,

and whether they have achieved their aims.
If not, you must review with them why things did not go to
plan, and deal with the problems.
You must absorb the consequences of failure, and pass on
the credit for success.
 "Wait to be told." or "Do exactly what I say." or "Follow
these instructions precisely.“

This is instruction. There is no delegated freedom at all.

 "Look into this and tell me the situation. I'll decide."

This is asking for investigation and analysis but no

recommendation.
The person delegating retains responsibility for assessing
options prior to making the decision.
 "Look into this and tell me the situation.
We'll decide together.“

This is has a subtle important difference to the above.

This level of delegation encourages and enables the
analysis and decision to be a shared process,
which can be very helpful in coaching and development.
"Tell me the situation and what help you need from me in
assessing and handling it. Then we'll decide."

This is opens the possibility of greater freedom for analysis

and decision-making, subject to both people agreeing this
is appropriate. Again, this level is helpful in growing and
defining coaching and development relationships.
 "Give me your analysis of the situation
(reasons, options, pros and cons) and recommendation.
I'll let you know whether you can go ahead.“

Asks for analysis and recommendation, but you will check

the thinking before deciding.
 "Decide and let me know your decision, and wait for my
go-ahead before proceeding.“

The other person is trusted to assess the situation and

options and is probably competent enough to decide and
implement too, but for reasons of task importance, or
competence, or perhaps externally changing factors, the
boss prefers to keep control of timing.
This level of delegation can be frustrating for people if used
too often or for too long, and in any event the reason for
keeping people waiting, after they've inevitably invested
time and effort, needs to be explained.
 "Decide and let me know your decision,
then go ahead unless I say not to."
Now the other person begins to control the action. The
subtle increase in responsibility saves time.
The default is now positive rather than negative.
This is a very liberating change in delegated freedom, and
incidentally one that can also be used very effectively when
seeking responsibility from above or elsewhere in an
organization, especially one which is strangled by
indecision and bureaucracy. For example, "Here is my
analysis and recommendation; I will proceed unless you tell
me otherwise by (date)."
 "Decide and take action - let me know what you did
(and what happened)."

This delegation level, as with each increase up the scale,

saves even more time. This level of delegation also enables
a degree of follow-up by the manager as to the
effectiveness of the delegated responsibility, which is
necessary when people are being managed from a greater
distance, or more 'hands-off'. The level also allows and
invites positive feedback by the manager, which is helpful in
coaching and development of course.
 "Decide and take action.
You need not check back with me."

The most freedom that you can give to another person

when you still need to retain responsibility for the activity.
A high level of confidence is necessary, and you would
normally assess the quality of the activity after the event
according to overall results, potentially weeks or months
later. Feedback and review remain helpful and important,
although the relationship is more likely one of mentoring,
rather than coaching per se.
 "Decide where action needs to be taken and
manage the situation accordingly.
It's your area of responsibility now."

The most freedom that you can give to the other person,
and not generally used without formal change of a
person's job role. It's the delegation of a strategic
responsibility. This gives the other person responsibility
for defining what changes projects, tasks, analysis and
decisions are necessary for the management of a
particular area of responsibility, as well as the task or
project or change itself, and how the initiative or change is
to be implemented and measured, etc. (Cont)
 "Decide where action needs to be taken and
manage the situation accordingly.
It's your area of responsibility now."
This amounts to delegating part of your job - not just a
task or project. You'd use this utmost level of delegation
(for example) when developing a successor, or as part of
an intentional and agreed plan to devolve some of your job
accountability in a formal sense.
Interpersonal skills: Effective delegating

Concept of Delegation
Authority

Top
Managers
Middle
Managers
First-Line
Managers

Operatives

Effective delegation pushes authority down

vertically through the ranks of an organization.

Fundamentals of
Management: 12-64
Interpersonal skills: Effective delegating

Delegating Effectively
• Clarify the assignment
• Specify the range of discretion
• Encourage participation
• Inform others
• Establish feedback channels

Fundamentals of Gao Junshan, UST Beijing

Management: 12-65
 Paperwork
Solving
Employee’s Routine Tasks
Problems
What To
Delegate

Tasks with Technical

Developmental Matters
Potential

6-13
 Delegation
• Process to transfer authority and
responsibility to positions
below
• Delegate authority to the lowest
possible level.
Delegation: Learning to Delegate
Effectively
Slide 7 of 7
• Principle 1:
– Match the employee to the task.
• Principle 2:
– Be organized and communicate clearly.
• Principle 3:
– Transfer authority and accountability with the
task.
• Principle 4:
– Choose the level of delegation carefully.
 Justify
outcomes
Delegation
The Delegation
to Triangle
those above in the
Responsibility
chain of command.
Formal and legitimate
Justify outcomes right of a manager to
make decisions, issue
to those above in orders, and allocate
the chain of resources

command.

Accountability Authority
 Delegation and Consultation
Important elements of an individuals style of
leadership

Delegation: Managers give junior employees

the authority to carry out particular tasks

Consultation: occurs when managers ask for,

and take into account, views of subordinates
 Advantages of Delegation
• Frees senior managers for other matters
• May breed a sense of responsibility and
help to motivate
• Controlling subordinates is expensive and
supervisors may be required
• Individuals may develop skills and careers
 Disadvantages of Delegation
• Trusting subordinates can be risky and responsibility
remains with the senior manager
• Delegation may involve expensive training for
subordinates
• Once trust is given, it is impossible to remove it without
loss of face
• Some managers may be reluctant to use delegation as they
have to relinquish control