DELEGATION SKILLS ANJANA RAJANI The benefits of delegation

DELEGATION SKILLS ANJANA RAJANI

The benefits of delegation Practical ideas for overcoming barriers OVERVIEW The link between delegation and motivation Delegation and management styles How to delegate – a detailed structure Delivering feedback

MANAGEMENT ‘SINS’ Poor communication Ineffectual delegation Lack of support/training www. reedlearning. co. uk

DELEGATION DEFINED To give RESPONSIBILITY, but keep ACCOUNTABILITY www. reedlearning. co. uk

LEADERSHIP: Providing the drive and stewardship for a project or an organisation REWARD: Setting and maintaining parameters for salaries and bonus schemes CONTROL: Achieving optimum performance in the working environment CONSIDER RETAINING. . . HR / PERSONNEL: Controlling human resource matters, conduct and discipline KEY CUSTOMERS: Maintaining key relationships reliant on personal and social skills STRATEGY: Establishing key targets and the means of fulfilling them COMMUNICATIONS: Ensuring the efficient internal transfer of information RESULTS: Assessing outcomes and the application of lessons learned www. reedlearning. co. uk

GROUP EXERCISE Question 1 Why do people want to be employed and stay with an organisation? Consider what might encourage feelings of loyalty, motivation and satisfaction. Question 2 Why people might want to leave? Consider factors contributing to turnover. What might lead people to feel dissatisfied, unhappy and question their loyalty?

DRIVERS BEHIND CHOOSING TO STAY: 1. career growth, learning, and development 2. exciting work and challenge 3. meaningful work, making a difference and a contribution 4. great people 5. being part of a team 6. good boss 7. recognition for work well done 8. autonomy, sense of control over one's work 9. flexible work hours and dress code 10. fair pay and benefits. Source: American Society for Training and Development (ASTD) 2001 90% of the respondents cited at least one of the first three items as primary

REASONS PEOPLE LEAVE 1. a move to a higher-paying job, including promotion 2. a change of career 3. level of pay 4. level of working hours 5. family reasons 6. perception of job insecurity 7. work environment is not encouraging 8. leaders / supervisors are not attentive 9. compensation practices are inappropriate or not fairly adhered to 10. training is not received Source (CIPD) UK labour turnover survey

CHARACTERISTICS OF A GREAT JOB 1. the elbow room to allow individuals space to manoeuvre 2. head room to allow them to take responsibility to make important decisions 3. a clear link between business activities and business results 4. a position that stretches but does not defeat 5. a position that offers them something new to work on as often as possible 6. great colleagues 7. highly competitive compensation, particularly long-term wealth accumulation Mc. Kinsey – The War for Talent

MOTIVATION • MOTIVATION – What drives us?

MOTIVATION Reward www. reedlearning. co. uk Recognition Respect Responsibility

STAGES OF DELEGATION ANALYSIS APPOINTMENT Identifying tasks that can Naming the or cannot delegate be delegated BRIEFING CONTROL Defining the task Monitoring and encouraging DELIVER FEEDBACK Reviewing and revising

DELEGATION The Delegation Process – A, B, C + What will you need to consider when delegating? • A –Analysis (Of tasks or part of tasks that can be delegated) • A – Appoint (The person who will take on the task) • B – Brief (The person taking on the task) • C – Control (Decide what levels of control need to be agreed) • D – Deliver Feedback • E – Evaluate (Discuss the outputs of the task) (What can be improved/Do differently next time? )

SETTING OBJECTIVES C - Challenging S – Specific M – Measurable A – Agreed R – Realistic/Resourced T – Time-bound www. reedlearning. co. uk

DELEGATION: CONTROL Source: Tannenbaum & Schmidt

DELEGATION: CONTROL The Controllers want their own detailed plan carried out. Issue specific instructions and closely supervise. Often means telling the person carrying out the job what to do at each stage. Don’t allow the person any freedom of action in how the job is carried out. Do not explain why the task has to be done. The Coaches closely supervise the task but take a less strictly direct approach. Explain about the task and take the person doing the job through it stage by stage, offering advice and support if they feel it is needed or when the manager thinks it should be given – proactive support. The Consultant The consultant gives more freedom of action to the person doing the job. Task is outlined in a general way and the delegator invites the person for their ideas on how it should be done. Both discuss the project and agree on a course of action. The person to whom the task is delegated is required to supply much of the input. The delegator is available to provide further help and support should it be required, but it is generally given only when specifically requested – reactive support. The Co-ordinator The co-ordinator gives an overall direction to the person doing the task but leaves the specifics to them. Agrees the level of freedom the person has before they must report back for further consultation. Generally, it is not expected that the person doing the job will need to seek support or advice during the task.

LEVELS OF DELEGATION 1. "Wait to be told. " or "Do exactly what I say. " or "Follow these instructions. ” 2. "Look into this and tell me the situation. I'll decide. ” 3. "Look into this and tell me the situation. We'll decide together. ” 4. "Tell me the situation and what help you need from me in assessing and handling it. Then we'll decide. ” 5. "Give me your analysis of the situation (reasons, options, pros and cons) and recommendation. I'll let you know whether you can go ahead. ” 6. "Decide and let me know your decision, and wait for my go-ahead before proceeding. ” 7. "Decide and let me know your decision, then go ahead unless I say not to. ” 8. "Decide and take action - let me know what you did (and what happened). ” 9. "Decide and take action. You need not check back with me. ” 10. "Decide where action needs to be taken and manage the situation accordingly. It's your area www. reedlearning. co. uk of responsibility now. ”

DELEGATION Supportive Behaviour Ken Blanchard Supporting (S 3) Coaching (S 2) Probe Listen Encourage Explain Discuss Plan Delegating (S 4) Clarify Recognise Agree Follow up Directive Behaviour Directing (S 1) Tell Show Do

REFLECTIONS What was your key learning? 01 What will you do? 02 When will you do it?