Effective Delegation for Progressive Managers

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Effective Delegation for Progressive Managers by Mind Map: Effective Delegation for Progressive  Managers

1. Delegation

1.1. Around 80% of employees believe that their boss routinely does work that could be done by someone at a more junior level

1.2. Almost 70% of managers also say that they would like to increase their use of delegation

1.2.1. Lack of time

1.2.2. Perfectionism - fear of mistakes

1.2.3. Enjoying 'getting my hands dirty':

1.2.4. Fear of surrendering authority

1.2.5. Fear of becoming invisible

1.2.6. Belief that staff 'are not up to the job

1.3. A way to lessen your own workload?

1.3.1. Does it?

1.3.2. Giving work away

1.3.3. Giving work to people that want it

1.3.4. Delegate, feedback, coach

1.4. If you are not delegating you are probably doing too much of the wrong work

1.4.1. Big Rocks

1.4.2. Always some work that shouldn't be being done any way.

1.4.3. What work are you going to do

1.5. Are you prepared to let people make mistakes?

1.6. A time management and personnel development tool

2. What is Delegation

2.1. Delegation is the transference to others of the authority and responsibility for carrying out certain tasks.

2.2. Successful delegation implies that those to whom the tasks are delegated

2.2.1. Know what it is what they have to do

2.2.2. Want to do it

2.2.3. Have the means to achieve it

2.2.4. Have the ability to achieve it

3. 3 components

3.1. Provides authority associated with the work

3.1.1. Give them the power to get the job done

3.1.2. Ensure others see this authority has been transferred

3.1.3. Communicate

3.2. Requires accountability

3.2.1. Rewards for success

3.2.2. Feedback if not done to required standards

3.2.3. They are 'in the frame' - they will face consequences

3.3. It assigns responsibility

3.3.1. They are not doing this for you!

4. Coherence

4.1. 121s, Feedback, Coaching and Delegation

4.1.1. These tools work together

4.2. Provides a coherent, low cost, work based (and therefore relevant), effective development programme

4.3. Conditioned to believe that development happens through books, training, courses, qualifications

4.4. Development is a day to day, week to week process

5. Mistakes

5.1. Hey, I want you to do something for me!

5.1.1. Not delegation

5.1.2. Requesting a servant

5.2. Tell them that you are doing it for me

5.3. Do as much work as I can and then delegate whatever is left!

5.4. Delegating

5.4.1. Overall policy and planning

5.4.2. Selection, recruitment, training of immediate subordinates

5.4.3. Promotion and appraisal of immediate subordinates

5.5. “I could do it better and faster myself.”

5.6. “I’m not doing my job if I have to ask someone to help.”

5.7. “If someone wants to help, they’ll tell me.”

5.8. “I’m the only one who knows how to do it.”

5.9. “If I do it, I know it will get done.”

5.10. “If I delegate, I’ll be giving up my authority.”

6. The delegation process

6.1. Analyse your job

6.1.1. Choose top 2 or 3 responsibilities/objectives and don't delegate those!

6.1.2. Can any one else do this?

6.1.3. Could any one be trained to do this?

6.1.4. If it can be delegated then it should be - in many cases!

6.1.5. Most managers can double or triple current levels of delegation before they start to get close to maximum delegation

6.2. Decide what to delegate

6.2.1. What do I dislike or have little passion for? Who might be passionate about it?

6.2.2. What do you do that is frequent and routine? Greatest pay off if you can delegate these - and routines are easily trained - relatively

6.2.3. What do you do that others might be more qualified to do?

6.2.4. What do you do that others may love to do?

6.2.5. Develop a list of things that you want to delegate over time Use 121s to find out who might be the best person to delegate too.

6.2.6. Those things that a subordinate can do: Better than themselves. Special skills should be used. More cheaply in terms of time and wages cost. As part of their training. As a real part of their job. Check with the boss?

6.3. Select the right person

6.3.1. Don't ask for volunteers - issue focused invitations

6.3.2. Expose high performers to delegation that will get them noticed

6.3.3. Need to evaluate the maturity, skill, integrity, and knowledge of those we delegate authority to; otherwise, they might exercise that power in ways that we never intended

6.4. Plan the delegation

6.4.1. Rehearse the meeting in which you are going to make the delegation

6.5. Make the delegation

6.5.1. Schedule a time

6.5.2. Can be done in the 121

6.5.3. Focus on the results rather than the methods Let them do it their way Don't give them the steps

6.5.4. State your need for help Lesley, I need your help Creates a desire to step up - provides a cue

6.5.5. Explain why you chose them Emphasise the positive qualities that they have Show that you have chosen them Ask for specific acceptance at this point Would you be willing to take over XXX for me BLUF If they say no you can ask them about their concerns

6.5.6. Here is what's involved... Walk them through the task in more detail

6.5.7. State Deadline and Quality Standards Outputs By when

6.5.8. Reporting arrangements Can use 121s! In the beginning I will want to see what you have done to date...

6.5.9. Discuss skill/training/support needs

6.5.10. Follow up - track progress - in 121s if you have them - otherwise carve out time. Report weekly at least! If you go fortnightly you can guarantee little progress in week 1! 'Accept' failure and mistakes - but don't accept failure to learn from them

6.5.11. Celebrate!

7. When you are on the receiving end of Delegation

7.1. Bucket of balls that keep you busy

7.1.1. 5 big balls - sacking offence to drop

7.1.2. 15 smaller - important - but not crucial balls

7.2. Boss tosses you a 6th big ball

7.2.1. What do you do? Refuse Ask which other balls you get to drop? Take the new ball - drop some of the little ones and hope no-one notices? Accept and delegate Small balls become big balls as you delegate them You share the burden across your team Take the new ball and ask for a raise

7.2.2. This is what drives growth and development