|
 



 



|
| 
  

 



ƥ one of the management success criteria

ƥ essential managing activity
˜

ƥ Participate actively in all discussions
ƥ Listen to the other view point
ƥ Say what you think
ƥ Keep discussion on the subject
ƥ Be patient with other members
ƥ Try to relate your experiences
ƥ Ask questions, other members would also
like to know
4



ƥ Part 1. About Delegating

ƥ Part 2. How To Delegate

 ˜
˜

ƥ What is delegating?
ƥ Why delegate?
ƥ Why is it so hard to delegate?
ƥ What should we delegate? Why?
ƥ What shouldnƞt we delegate? Why?

 | ˜

ƥ Deciding what to delegate

ƥ Deciding who can do it
ƥ Briefing
ƥ Monitoring progress
ƥ Attitudes to delegating
ƥ Checklist for delegating
ƥ Benefits of delegating
|
  
 

 !4

ƥ After this session we will be able to

identify:
ƛ what is delegating
ƛ why we delegate
ƛ who to delegate
ƛ when to/ not to delegate and
ƛ how to delegate
|



 

 "
BOSS

ACCOUNTABLE

YOU

Entrust
Responsibility Delegate RESPONSIBLE
&
Authority
STAFF
|




ƥ Entrusting responsibility and authority to

others who then become responsible to us
for their results but we remain accountable
to our boss what our subordinates do.

ƥ The right to make decision

ƥ Not merely the passing downwards of work

 


 
 

STRATEGY - A

ƥ you ask to get facts

ƥ you decide what action to take
ƥ instruct to respond accordance with you solution

STRATEGY -B

ƥ Ask to investigate and deal with the issue

as they consider
ƥ as long as customerƞs grievance is resolved and
the customer is tied more closely to your company
than was before
ð e boss w
undermines 
erv
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effect e e 
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w 
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  e.




 

ƥ Not merely the downwards transmission

of authority

Responsibility Vs. Accountability

 

 "
BOSS

ACCOUNTABLE

YOU

Entrust
Responsibility Delegate RESPONSIBLE
&
Authority
STAFF
   

 #

* Iƞm gonna give you the freedom to take certain
decisions but I ainƞt gonna hold your responsible for the
outcome.ơ

   #



* Iƞm gonna hold you responsible for the outcome of doing X,
but I ainƞt giving you any freedom or direction in the situation.ơ

÷o-it-yourself hangman¶s kit

 BOSS

ACCOUNTABLE

YOU
Responsibility
& Delegate RESPONSIBLE
Authority

STAFF

NOT Sink or Swim Process!!

|


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b. Dee
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e  ee   e
 

  


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be effe e.


 $ 

 
   #

everyone is used to their maximum potential

maximize the overall effectiveness of you and

your team

Putting MONKEY on your shoulder

If unload their problem

STAFF YOU
to you
|  ˜ %


*Òive Rules for the Care and

Feeding of Monkeysơ

by William Ocken and Donald Wass

% 
#  

   



#  #
 

#  



  
% 
#  #

 

% 
#  
 &
&
  
 
  

 


  '   
 
'  

 
 

    

 


maintenance

 
 crisis prevention
performance improvement
change management





no value added activities

You
Performance improvement &
Change management



  
#

Dispensable
ƥ company needs
manager
ƥ easy target for redundancy

gets

PROMOTION

Wonƞt get
ƥ may keep job
ƥ constantly threat to Indispensable
companyƞs continuity manager
or even itƞs survival




 



   

ƥ Planned transfer of authority and

responsibility can help you to retain the
interests of your staff and ultimately to
retain the staff themselves.

ƥ People hardly complain being delegated

but they will complain about the absence
of delegation
| 

 # 
 

 

ƥ equips staff
To solve their own problem
ƥ gives you more time
for adding value
ƥ makes you dispensable
ƥ helps you motivate your staff and assess
their potential
|










Not a
ƥ No staff
genuine
ƥ Company Policy
reasons
you must do it yourself
ƥ Boss insists you to do it yourself

FEAR
Genuine or/and
reason IGNORANCE


 


 

  

 #

# 
 

ƥ If you are uncertain about the precise

content of your job, then you canƞt
delegate properly.
 

 
 
#  



ƥIt may be true but less time spend for value

added job

ƥThey will never improve if you do their job

ƥSome staff pretend to be incompetent to avoid

distasteful task (regretfully it often succeed)

ƥTo get rid of the task is to do it properly

 


 

ƥAfraid of not being essential

ƥcomfort zone

ƥfrightened of appearing lazy

ƥfrightened of consequences of mistakes

 

#
      


 

 
 

ƥencouraged by increasing in unemployment

ƥbelief that managers have a right to manage and

subordinates are to do what they are told

ƥsubordinates become incompetent

ƥcommunication breaks down

ƥproductivity become poor

 

#
 
#
 

 


  

ƥA defense mechanism

ƥmust look close at what they are doing

ƥsmoke screen
 



 




ƥexcuses

ƥothers never get a chance to prove they can do it

ƥbelief that quicker to do it than to teach others

ƥlack of timelack of will to delegate

  

#  
( 

ƥcould not sort out which tasks could/should be delegate

ƥit is important to take stock of what youƞre doing

ƥyour own level of personal organisation is less than ideal

ƥyou are not able to isolate a specific task to delegate

ƥnot recognize that your own disorganisation is at the

heart of your inability to delegate
÷
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ƥYou are the only one who can do the job

ƥobstructing your own progress

ƥno need to get involved with daytoday details

ƥmore tasks can be delegated than you think

 

  

ƥHave been let down in the past

ƥdo not think others will as careful as you are

ƥnot as committed as you are

ƥthe key word in delegation is TRUST

 


  
   

ƥlooking for a clone

ƥrecognize the strengths of people and make the

most of them

ƥless important how they carry out the task

ƥ*Good Enoughơ concept

  

  




ƥDelegation Vs. abdication

ƥresponsibility without authority

ƥdo not achieve results and become unresponsive

ƥend up having to do it all yourself

ƥas bad as not giving away anything at all




   




ƥ does not clearly understand where his

own authority and responsibility begins
and ends
ƥ thinks he can do the work better than his
staff
ƥ feels insecure
ƥ believes in the exercise of the authority
and managerial prerogative



   




ƥ believes that subordinates are already

overworked
ƥ is not willing to delegate
ƥ is feeling irreplaceable
ƥ is not trusting people
ƥ is not accepting different
ƥ is giving too much away
˜  ˜
Best use of time
many good reasons develop people
for delegating
able to do value added job

Main barrier Fear that they wonƞt get the

results they want

The key to effective delegating

ƥwhat job can I give away?
ƥwhat does the job involve?
ƥwhat do I need to do to ensure that people know
ƥwhat they are doing?
|

 


 |


 

4

  


ƥYounger, fitter, more recently qualified have

strengths where you weak

ƥuse your people knowledge and experience

ultimately

ƥassess and utilize the strengths and the

weakness for you and your people

ƥthey know customer better than you


   



ƥpaid less than you

ƥcost will reduce if they tackle something you

did before

ƥmore profit if you can save time to more

value added projects
 |#  

ƥthey are on the spot

ƥcan give immediate service


 



ƥ itƞs their job rather than yours

ƥdonƞt take away if they donƞt do well in

beginning

# 
 

 
 

ƥworld changing

ƥpeople need to stretch out to sustain

their interest

ƥstaff have to be prepared for the future


  
#



ƥIt is often a huge mistake to promote people

simply because they are good at what they
are doing now

ƥneed to give them a taste of the role and

watch how they react
| 


 





# 
 

ƥ better than us
ƥ at less expense than us
ƥ with better timing
ƥ as part of their normal functions
ƥ as a contribution to their training and
development
ƥ to assess their suitability for their
promotion
|

 


 |
  






 


 #


POLICY making it clear to your staff

what you expect from them

The allocation and control of

delegated duties, the organisation
PLANNING of your own time, the establishment
of routines for yourself and your
team
 
 

 &

  

ƥperformance improvement

ƥchange management

)
 
 
 




 
 
#
 

ƥAn abrogation of your managerial accountability

to allow any of these function to be carried out
for you by someone else
)
 

 
 
 #
 

ƥ it may be subject to organisational policies

and decision of others

ƥdoes not stop you from making

recommendation
  
 #

 




ƥYou may resist if you think that your boss

is misguided

ƥbut if your arguments are objected then you have

little option but to comply

  

ƥ Staff will look to you for some leadership

ƥ as their role model

Ò



#
 



ƥ You canƞt delegate this under any

circumstances
| 


 

ƥ overall policy and planning for our area of

responsibility
ƥ a concentrated focus on our valueadded
priorities
ƥ selection, training and performance
appraisal for our immediate subordinates
| 


 

ƥ promotion, praise and discipline for our

immediate subordinates
ƥ Anything our immediate boss wants us to
personally
ƥ leadership for our people
ƥ final accountability for the work of our
team

 | ˜

ƥ Deciding what to delegate

ƥ Deciding who can do it
ƥ Briefing
ƥ Monitoring progress
ƥ Attitudes to delegating
ƥ Checklist for delegating
ƥ Benefits of delegating
4e  


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b
 

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e - e be
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 .
  




  




ƥ We need toƦ
ƛ choose the task
ƛ know what the task requires
ƛ assess the risks
4  


ƥ % (you really should not do at all)

ƥ 
 (routine jobs and you enjoy doing it)

ƥ 4
 (others could do it and opportunity to
develop their skills)

ƥ  
 (your core responsibilities)
  
 
 $ 

ƥ % 

  need to carry out

ƥ   be performed and the

$  to be used in the task

ƥ 

 with other people
necessary to complete the task
  

  
  

ƥ % 

  logical thinking
ƥ   sorting files, putting things in
order
ƥ 

 consulting with others
 
( 
  


ƥ % 

  ability to plan
ƥ   organizing and directing
ƥ 

 communicating with other
people to get their cooperation
   
ƥ 
ƛ What are the consequences of the job
being mismanaged, what are the chances
of that happening?
ƥ  #

ƛ What obligation which you are relied upon
to care about are handling over?
ƥ 

ƛ What extent of your command and control
will you be given up?
  




ƥ We need toƦ
ƛ choose the task
ƛ know what the task requires
ƛ assess the risks


(  *#

ƥ To take stock of your activities

ƥ sort them out
ƥ analyze the requirement
ƥ assess the risk
ƥ wise choice
  



 | e e 
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ƥ We have to Ʀ.
ƛ consider capabilities of our people
ƛ know what our people need
ƛ be able to match task to people
4  4

#
 

The Aces

ƥExperienced people

ƥneed left alone unless

help is requested
4  4

#
 

The Kings & Queens

ƥFairly experienced people

ƥneed support time to time

 4  4

#
 

The Jacks
ƥPeople who need to learn how
to do

ƥneed direction

ƥlack of experience = lack of

ability
4  4

#
 

Th Jokers

ƥOutsiders who can be

called upon when the need
arise
  
 
 

Know the Facts Feel Support

ƥ area of ƥ you will be fully
responsibilities, supportive
ramifications and its ƥ you care about task
boundaries and want them to be
ƥ the amount of successful
authority ƥ you have confidence
ƥ the standards which in their ability
you require
ƥ timescale involved
%
 
 

MUST JACK

SHOULD KINGS & QUEEN

CAN ACE

not enough time JOKER

need special expertise
  
 


ƥ We have to Ʀ.
ƛ consider capabilities of our people
ƛ know what our people need
ƛ be able to match task to people


(  

ƥ Right people for right task

ƥ Know your peopleƞs capabilities and their
needs
ƥ Outcome will be good
 
  #  

ƥ We have toƦ
ƛ set the scene
ƛ talk over details
ƛ describe the background
ƛ set the standards
ƛ coach
ƛ make agreement on how to report progress
     

What You Why It Needs How It Fits

Want Doing To Be Done Into Overall
Picture
4
  


ƥ What you want doing

ƛ Iƞd like you to take over the arrangements for our next
presentation
ƥ Why it needs to be done
ƛ We have found that by meeting our customers this way, we
can show them our new products very effectively
ƥ How it fits into overall picture
ƛ The presentation forms a key element in our marketing
strategy. It is important because it allows us to follow up
and develop the specific interests expressed by different
customers.


     



The Authority
You Are Assigning
The Responsibilities
You Are Handing Over

The Components
of the Task
4
  


ƥ The responsibilities you are handing over

ƛ Youƞll be responsible for invitations, hotel booking and
presentation.
ƥ The components of the task
ƛ Comparing proposal from hotels, reviewing customers list,
setting up presentation
ƥ The authority you are assigning
ƛ You can introduce yourself as the person in charge and sign
necessary
For their preparation Possible Pitfalls

 #  

 

You know whole picture but they donƞt

4
  


ƥ Describing the background

ƛ By and large, the hotel we used has looked after us very
well, but the projector we hired was faulty so you might
want to find another supplier this.
ƛ We have a short presentation followed by questions which
enables people to air their concerns.
ƛ The hall we usually use is _____ and the person you need
to contact is Mr___ is rather difficult but his assistant,
Mr___ is extremely competent and cannot enough to help.
 Õuantity

  
Cost 

 Õuality

Time
4
  


ƥ Quality
ƛ Presentation must be set up in a standard way
ƥ Quantity
ƛ 50 customers must be invited
ƥ Time
ƛ Preparation must be completed by the end of the month
ƥ Cost
ƛ The expense should not be more than it did last year
 4


GUIDE ƥAsk Logical Questions

people to use their ƥProvide Information
own initiative and logic ƥEncourage To Make Decision

ƥShow how it is done in the normal way INSTRUCT

ƥRepeat it slowly, explain why them in a skill
ƥLet them try and talk them through process
ƥGet them to do it on their own
    

ƥ Making a jointlyagreed plan

ƥ Arrange a followup meeting
ƥ Remind them youƞre always there for
consultation
  #  

ƥ We have toƦ
ƛ set the scene
ƛ talk over details
ƛ describe the background
ƛ set the standards
ƛ coach
ƛ make agreement on how to report progress

    


ƥ Systematic and structured way

ƥ Corner Stone
%  
  
   "

ƥ We have to
ƛ checking
ƛ advise
ƛ review
ƛ give credit
 4 
ƥmay be behind schedule
MINOR ƥarrange meeting
ƥ|

# 
 

ƥ|





 
MAJOR ƥWay off course
ƥ#




 ƥno blame, offer help

ƥAs if disaster is impending

MEGA ƥtake over the task
ƥsee it to a reasonable
conclusion


ƥ Sometimes people ask for advise

ƥ even you know what should be done
always ask |hat do you
think
ƥ they just lack of confidence you should
ƥ not to overdependent do?

ƥ encourage them to treat as their own

   

ƥResults with standards set earlier

When a
job is ƥDiscuss how the task was performed
complete
d ƥCongratulate the person on things that went
well

ƥWhat they have learned and areas to improve

˜ 4 
Make all the difference
to their lives although is
a jot of different to you

Give Credit
Where Credit Is Due
'  
b  e 
e 

.uee e  b

  e 
. A 

   e


   
e.
   "

ƥ We have to
ƛ checking
ƛ advise
ƛ review
ƛ give credit
  


ƥ Even they are on top of a task, they still

need checking and encouragement
ƥ Followup their progress without
appearing as youƞre watching their every
move
ƥ They need to feel theyƞre allowed to get
on with job and make decisions
ƥ review and give credit
 




   
 


 

ƥ We must be able to ...

ƛ let go
ƛ show trust
ƛ support mistakes
ƛ obtain commitment
  ˜

Easier Said
Than Done

Having courage to take a calculated

risk, by deciding to let someone else
to do a task that you would normally
do, what still accepting full responsibility
for the results
 Keep Promise Value the efforts
others have made

 


Never abandoned Never blame

ð e e 
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  bee  e 

ee
e

  e 

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e
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.
They must be allowed to
make mistakes

 
%
 

They shouldnƞt be
afraid to admit it
| e e
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b

 
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.
 #
 4 

necessary task

The More The Greater The

Commitment Chance That certain degree of
You Obtained Theyƞll autonomy
Be Successful

entrusted

   
 


 

ƥ We must..
ƛ let go
ƛ show trust
ƛ support mistakes
ƛ obtain commitment


   



_
_

Know how to delegate

but without right attitude
(letting go, show trust,
supporting mistakes,
obtaining commitment)
 Choosing ƥmust, should, can, retain
the Task ƥknowing task requirement
Choosing ƥassessing the risk
the Task ƥAce, Kings & Queens,
Choosing Jack, Jokers
ƥLetting Go
ƥShowing Trust
the People ƥKnow the facts, feel the
support
ƥSupporting Mistakes ƥMatching task to people
ƥObtaining Commitment
4 
Ò


Briefing
ƥSet the Scene
ƥTalk Over the Details
ƥChecking ƥDescribe the Background
Monitoring ƥAdvising ƥSet Standards
Progress ƥReviewing ƥCoaching
ƥGiving Credit ƥReporting Progress
   





+