A workshop on Delegating Skills, for working professionals

This PPT covers the nuances of developing delegation skills for working professionals and leaders.

1. Welcome to the
Delegating
Skills
Workshop

2. We must have the delegating skills ...
•one of the management success
criteria
•essential managing activity

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

4. CONTENTS
•Part 1. About Delegating
•Part 2. How To Delegate

5. Part 1. ABOUT DELEGATING
•What is delegating?
•Why delegate?
•Why is it so hard to delegate?
•What should we delegate? Why?
•What shouldn’t we delegate? Why?

6. Part 2. HOW TO DELEGATE
•Deciding what to delegate
•Deciding who can do it
•Briefing
•Monitoring progress
•Attitudes to delegating
•Checklist for delegating
•Benefits of delegating

7. What do you expect
to get from this
workshop?

8. OBJECTIVE
•After this session we will be able to
identify:
–what is delegating
–why we delegate
–who to delegate
–when to/ not to delegate and
–how to delegate

9. What is delegating?

10. Delegating is ….
BOSS
STAFF
YOU
Delegate
Entrust
Responsibility
&
Authority
RESPONSIBLE
ACCOUNTABLE

11. What is delegating?
•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.
•The right to make decision
•Not merely the passing downwards of work

12. 2 ways of dealing with a customer
STRATEGY - A
•you ask to get facts
•you decide what action to take
•instruct to respond accordance with you solution
STRATEGY -B
•Ask to investigate and deal with the issue
as they consider
•as long as customer’s grievance is resolved and
the customer is tied more closely to your company
than was before

13. The boss who undermines his
supervisor’s decision gets an
ineffective supervisor in the long
run. If you do have to overrule the
supervisor, get his opinion and
advise first.

14. Some bosses just love having to
make all the decisions so they don’t
delegate their authority. But these
are the people who create
bottlenecks because others have to
wait around for them.

15. And also delegating is...
•Not merely the downwards
transmission of authority
Responsibility Vs. Accountability

16. Delegating is ….
BOSS
STAFF
YOU
Delegate
Entrust
Responsibility
&
Authority
RESPONSIBLE
ACCOUNTABLE

17. If dispense authority without
responsibility
If dispense responsibility without
authority
“ I’m gonna give you the freedom to take certain
decisions but I ain’t gonna hold your responsible for
the outcome.”
“ I’m gonna hold you responsible for the outcome of doing X,
but I ain’t giving you any freedom or direction in the
situation.”
Do-it-yourself hangman’s kit

18. BOSS
STAFF
YOU
Delegate
Responsibility
&
Authority
RESPONSIBLE
ACCOUNTABLE
NOT Sink or Swim Process!!

19. Why Delegate?

20. Face it - no matter how hard
you work, you cannot do two
persons’ job. Delegate. A good
manager must realize that he
has to work through others to
be effective.

21. Delegation equips Staff
To Solve Their Own Problem
-everyone is used to their maximum potential
-maximize the overall effectiveness of you and
your team
STAFF
If unload their problem
to you
YOU
Putting MONKEY on your shoulder

22. WHO’S GOT THE MONKEYS?
“Five Rules for the Care and
Feeding of Monkeys”
by William Ocken and Donald
Wass

23. Monkey should be fed or
shot

24. The monkey population
should be kept below the
maximum number the
manager has time to feed.

25. Monkeys should be fed by
appointment only.

26. Monkeys should be fed face-
to-face or on the telephone.

27. Every monkey should have
an assigned ‘next feeding
time’ and ‘degree of
initiative’.

28. Delegation gives you more time
for adding value
If you don’t delegate
Roles of employee
maintenance
crisis prevention
performance improvement
change management
You
no value added activities
Performance improvement
&
Change management
involve
n
e
g
l
e
c
t

29. Delegation makes you dispensable
Dispensabl
emanager
• company needs
• easy target for
redundancy
get
s
PROMOTION
Won’t
get
Indispensable
manager
• may keep job
• constantly threat to
company’s continuity
or even it’s survival

30. Delegation helps you motivate your
staff and assess their potential
•Planned transfer of authority and
responsibility can help you to retain the
interests of your staff and ultimately to
retain the staff themselves.
•People hardly complain being delegated
but they will complain about the absence
of delegation

31. We delegate because delegating...
•equips staff
To solve their own problem
•gives you more time
for adding value
•makes you dispensable
•helps you motivate your staff and assess
their potential

32. Why is it so hard to
delegate?

33. You couldn’t delegate
• No staff
• Company Policy
-you must do it yourself
• Boss insists you to do it yourself
FEAR
or/and
IGNORANCE
Genuine
reason
Not a
genuin
e
reason
s

34. Delegator doesn’t clearly understand
where his authority and responsibility
begins and ends
•If you are uncertain about the precise
content of your job, then you can’t
delegate properly.

35. The delegator thinks he can do the work
better than his staff
•It may be true but less time spend for value-
added job
•They will never improve if you do their job
•Some staff pretend to be incompetent to
avoid distasteful task (regretfully it often
succeed)
•To get rid of the task is to do it properly

36. The delegator feels insecure
•Afraid of not being essential
•comfort zone
•frightened of appearing lazy
•frightened of consequences of mistakes

37. The delegator believes in the exercise of
authority and the management
prerogative
•encouraged by increasing in unemployment
•belief that managers have a right to manage
and subordinates are to do what they are told
•subordinates become incompetent
•communication breaks down
•productivity become poor

38. The delegator beliefs that subordinates
are already overworked
•A defense mechanism
•must look close at what they are doing
•smoke screen

39. The delegator is not willing to
delegate
•excuses
•others never get a chance to prove they can do it
•belief that quicker to do it than to teach others
•lack of time-lack of will to delegate

40. The delegator is not being organized
•could not sort out which tasks could/should be
delegate
•it is important to take stock of what you’re doing
•your own level of personal organisation is less than
ideal
•you are not able to isolate a specific task to delegate
•not recognize that your own disorganisation is at the
heart of your inability to delegate

41. Don’t let clutter get on top of you.
A cluttered desk leaves you with
the feeling of being disorganized
and “snowed under”. Take time
to re-organize your cluttered work
area.

42. The delegator is feeling irreplaceable
•You are the only one who can do the job
•obstructing your own progress
•no need to get involved with day-to-day details
•more tasks can be delegated than you think

43. The delegator is not trusting people
•Have been let down in the past
•do not think others will as careful as you are
•not as committed as you are
•the key word in delegation is TRUST

44. The delegator is not accepting
differences
•looking for a clone
•recognize the strengths of people and make the
most of them
•less important how they carry out the task
•“Good Enough” concept

45. The delegator is giving
too much away
•Delegation Vs. abdication
•responsibility without authority
•do not achieve results and become unresponsive
•end up having to do it all yourself
•as bad as not giving away anything at all

46. It is so hard to delegate when the
delegator ...
•does not clearly understand where his own
authority and responsibility begins and
ends
•thinks he can do the work better than his
staff
•feels insecure
•believes in the exercise of the authority
and managerial prerogative

47. It is so hard to delegate when the
delegator ...
•believes that subordinates are already
overworked
•is not willing to delegate
•is feeling irreplaceable
•is not trusting people
•is not accepting different
•is giving too much away

48. Getting Going
many good reasons
for delegating
Best use of time
develop people
able to do value added job
Main barrier
Fear that they won’t get the
results they want
The key to effective delegating
•what job can I give away?
•what does the job involve?
•what do I need to do to ensure that people know
•what they are doing?

49. What should we
delegate? Why?

50. Any Task Your Staff
Can Do

51. Better than you
•Younger, fitter, more recently qualified have
strengths where you weak
•use your people knowledge and experience
ultimately
•assess and utilize the strengths and the
weakness for you and your people
•they know customer better than you

52. At less expense than You
•paid less than you
•cost will reduce if they tackle something
you did before
•more profit if you can save time to more
value added projects

53. With better timing
•they are on the spot
•can give immediate service

54. As part of their normal functions
• it’s their job rather than yours
•don’t take away if they don’t do well
in beginning

55. As a contribution to their training
and development
•world changing
•people need to stretch out to sustain
their interest
•staff have to be prepared for the
future

56. To assess their suitability for
promotion
•It is often a huge mistake to promote
people simply because they are good at
what they are doing now
•need to give them a taste of the role and
watch how they react

57. We should delegate any task that staff
can do because...
•better than us
•at less expense than us
•with better timing
•as part of their normal functions
•as a contribution to their training and
development
•to assess their suitability for their promotion

58. What shouldn’t we
delegate? Why?

59. Overall policy and planning for your
area of responsibility
POLICY
making it clear to your staff
what you expect from them
PLANNING
The allocation and control of
delegated duties, the organisation
of your own time, the establishment
of routines for yourself and your
team

60. A concentrated focus on your value-
added priorities
•performance improvement
•change management

61. Selection, training and performance
appraisal for your immediate
subordinates
•An abrogation of your managerial
accountability
to allow any of these function to be carried
out for you by someone else

62. Promotion, praise and discipline for
your immediate subordinates
• it may be subject to organisational policies
and decision of others
•does not stop you from making
recommendation

63. Anything your immediate boss wants
you to do personally
•You may resist if you think that your boss
is misguided
•but if your arguments are objected then you have
little option but to comply

64. Final accountable for the work of your
team
•You can’t delegate this under any
circumstances

65. We should not delegate...
•overall policy and planning for our area
of responsibility
•a concentrated focus on our value-
added priorities
•selection, training and performance
appraisal for our immediate
subordinates

66. We should not delegate...
•promotion, praise and discipline for our
immediate subordinates
•Anything our immediate boss wants us
to personally
•leadership for our people
•final accountability for the work of our
team

67. Part 2. HOW TO DELEGATE
•Deciding what to delegate
•Deciding who can do it
•Briefing
•Monitoring progress
•Attitudes to delegating
•Checklist for delegating
•Benefits of delegating

68. Clear thinking is
important. If we think
hard enough about a
project right from the
start realistically and far-
sightedly - we’ll be one
step ahead of pitfalls.

69. Deciding what to
delegate?

70. To Decide what to delegate
•We need to…
–choose the task
–know what the task requires
–assess the risks

71. Knowing what the task requires
•Mental process need to carry out
•Activities be performed and the
equipment to be used in the task
•Relationship with other people
necessary to complete the task

72. Overhauling the filing system
•Mental process logical thinking
•Activities sorting files, putting things
in order
•Relationship consulting with others

73. Organizing a presentation
•Mental process ability to plan
•Activities organizing and directing
•Relationship communicating with
other people to get their cooperation

74. Assessing the risks
•How much risk?
–What are the consequences of the job being
mismanaged, what are the chances of that happening?
•How much responsibility?
–What obligation which you are relied upon to care
about are handling over?
•How much authority?
–What extent of your command and control will you be
given up?

75. To Decide what to delegate
•We need to…
–choose the task
–know what the task requires
–assess the risks

76. Analyzing the job
•To take stock of your activities
•sort them out
•analyze the requirement
•assess the risk
•wise choice

77. Deciding who to
delegate?

78. Whether you are a manager in a big firm or a
small company, you need to know how to
handle people if you want things to run
smoothly. The more we know about people the
better we will be able to get along

79. To decide who can do the task...
•We have to ….
–consider capabilities of our people
–know what our people need
–be able to match task to people

80. Considering Capabilities
The Aces
•Experienced people
•need left alone unless
help is requested

81. Considering Capabilities
The Kings & Queens
•Fairly experienced people
•need support time to time

82. Considering Capabilities
The Jacks
•People who need to learn
how
to do
•need direction
•lack of experience = lack of
ability

83. Considering Capabilities
Th Jokers
•Outsiders who can be
called upon when the need
arise

84. Knowing what people need
Know the Facts
•area of
responsibilities,
ramifications and its
boundaries
•the amount of
authority
•the standards which
you require
•time-scale involved
Feel Support
•you will be fully
supportive
•you care about task
and want them to
be successful
•you have
confidence in their
ability

85. Matching Task To People
MUST JACK
SHOULD KINGS & QUEEN
CAN ACE
not enough time
need special expertise
JOKER

86. To decide who can do the task...
•We have to ….
–consider capabilities of our people
–know what our people need
–be able to match task to people

87. Analyzing People
•Right people for right task
•Know your people’s capabilities and
their needs
•Outcome will be good

88. Briefing

89. During the briefing...
•We have to…
–set the scene
–talk over details
–describe the background
–set the standards
–coach
–make agreement on how to report progress

90. Setting The Scene
Why It Needs
To Be Done
What You
Want Doing
How It Fits
Into Overall
Picture

91. Company Product Presentation
•What you want doing
–I’d like you to take over the arrangements for our next
presentation
•Why it needs to be done
–We have found that by meeting our customers this way, we
can show them our new products very effectively
•How it fits into overall picture
–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.

92. Talking Over The Details
The Components
of the Task
The Responsibilities
You Are Handing Over
The Authority
You Are Assigning

93. Company Product Presentation
•The responsibilities you are handing over
–You’ll be responsible for invitations, hotel booking and
presentation.
•The components of the task
–Comparing proposal from hotels, reviewing customers
list, setting up presentation
•The authority you are assigning
–You can introduce yourself as the person in charge and
sign necessary

94. Describing The
Background
For their preparation
Possible Pitfalls
You know whole picture but they don’t

95. Company Product Presentation
•Describing the background
–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.
–We have a short presentation followed by questions
which enables people to air their concerns.
–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.

96. Setting The Standards
Quantity
Quality
Time
Cost

97. Company Product Presentation
•Quality
–Presentation must be set up in a standard way
•Quantity
–50 customers must be invited
•Time
–Preparation must be completed by the end of the month
•Cost
–The expense should not be more than it did last year

98. Coaching
GUIDE
people to use their
own initiative and logic
•Ask Logical Questions
•Provide Information
•Encourage To Make Decision
•Show how it is done in the normal way
•Repeat it slowly, explain why
•Let them try and talk them through process
•Get them to do it on their own
INSTRUCT
them in a skill

99. Reporting Progress
•Making a jointly-agreed plan
•Arrange a follow-up meeting
•Remind them you’re always there for
consultation

100. During the briefing...
•We have to…
–set the scene
–talk over details
–describe the background
–set the standards
–coach
–make agreement on how to report progress

101. Handing Over The Task
•Systematic and structured way
•Corner Stone

102. Monitoring the
progress

103. To monitor the progress….
•We have to
–checking
–advise
–review
–give credit

104. Checking
•What should be happening?
•What is actually happening?
•Any substantial variation?
MINOR
MAJOR
MEGA
•may be behind schedule
•arrange meeting
•Way off course
•no blame, offer help
•As if disaster is impending
•take over the task
•see it to a reasonable
conclusion

105. Advising
•Sometimes people ask for advise
•even you know what should be done
always ask
•they just lack of confidence
•not to over-dependent
•encourage them to treat as their own
What do you
think
you should
do?

106. Reviewing
•Results with standards set earlier
•Discuss how the task was performed
•Congratulate the person on things that
went well
•What they have learned and areas to
improve
When a
job is
complete
d

107. Giving Credit
Give Credit
Where Credit Is Due
Make all the difference
to their lives although is
a jot of different to you

108. If a job is well done, say
so.Sincere praise is balm
for the soul. And your
staff will strive
to work that much
harder.

109. To monitor the progress….
•We have to
–checking
–advise
–review
–give credit

110. Keeping Track
•Even they are on top of a task, they still
need checking and encouragement
•Follow-up their progress without appearing
as you’re watching their every move
•They need to feel they’re allowed to get on
with job and make decisions
•review and give credit

111. Attitudes to
Delegating

112. To have the right attitudes to
delegating...
•We must be able to ...
–let go
–show trust
–support mistakes
–obtain commitment

113. Letting Go
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

114. Showing
Trust
Keep Promise Value the efforts
others have made
Never blame
Never abandoned

115. The key word in delegation
is trust because when you
delegate,
you have to give the other
person sufficient
autonomy.

116. Supporting
Mistakes
They must be allowed to
make mistakes
They shouldn’t be
afraid to admit it

117. When mistakes occur, the
first reaction is to bawl
our someone and find
scapegoats. But everyone
makes mistakes. Once a
mistake is made, it is
made. Take a constructive
view, learn from you
mistakes and avoid
making them again.

118. Obtaining Commitment
The More
Commitment
You Obtained
The Greater The
Chance That
They’ll
Be Successful
necessary task
certain degree of
autonomy
entrusted

119. To have the right attitudes to
delegating...
•We must..
–let go
–show trust
–support mistakes
–obtain commitment

120. Delegating Successfully
Know how to delegate
but without right attitude
(letting go, show trust,
supporting mistakes,
obtaining commitment)
NOTHING!!

121. Check List
For Delegating
Choosing
the Task
•must, should, can, retain
•knowing task requirement
•assessing the risk
Choosing
the People
•Ace, Kings & Queens,
Jack, Jokers
•Know the facts, feel the
support
•Matching task to people
Briefing
•Set the Scene
•Talk Over the Details
•Describe the Background
•Set Standards
•Coaching
•Reporting Progress
Monitoring
Progress
•Checking
•Advising
•Reviewing
•Giving Credit
Choosing
the Task
•Letting Go
•Showing Trust
•Supporting Mistakes
•Obtaining Commitment

122. The Benefits of
Delegating?

123. Thank You!