Fundamentals of Delegation Chris Chen John E Jones

Why Delegate? • To allow supervisors to spend their personal time and energy on

Why We Don’t Delegate • “I can do the task better myself. ” •

Trust and Delegation For each task to be delegated, consider your trust of the

Trust and Delegation Trust Skills? Yes No Fully Delegate Develop No Trust Motivation? Yes

The Four Approaches • Fully Delegate - Give full responsibility for completing the task

The “Hand-off” • Provide the big picture (Why is the task important? ). •

Effective Delegation • Consider commitment and development concerns. • Consider motivation and skill level.

Copyright © 2001 Chris Chen & John E. Jones

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Fundamentals of Delegation Chris Chen & John E. Jones American Society for Training & Development

Why Delegate? • To allow supervisors to spend their personal time and energy on the tasks to which they can add the most value. • To distribute work among team members so it can be accomplished more efficiently. • To increase the commitment of team members to the organization. • To develop team members.

Why We Don’t Delegate • “I can do the task better myself. ” • “It will take too much time to explain what I want. ” • “I can do the task faster myself. ” • “I don’t want to burden my overworked staff. ” • “I enjoy doing this task. ” • “This task is so important, I can’t trust anyone else to do it. ” • “If I can’t do the task myself, I have no right to ask anyone else to do it. ”

Trust and Delegation For each task to be delegated, consider your trust of the team members’: – Motivation - do they want to do the task? – Skill level - are they fully capable of doing the task?

Trust and Delegation Trust Skills? Yes No Fully Delegate Develop No Trust Motivation? Yes Manage Re-deploy

The Four Approaches • Fully Delegate - Give full responsibility for completing the task to the team member. • Develop - Work with the team member to complete the task, or assign additional developmental resources. • Manage - Monitor progress closely to ensure schedules are met. • Re-deploy - Find another task to delegate to this person.

The “Hand-off” • Provide the big picture (Why is the task important? ). • Provide clear definition of the “deliverable” or desired results of completing the task. • Provide schedule or deadline expectations. • Verify adequate skill and resource availability. • Agree on follow-up steps, if any. • Give direction on what is needed and when, not how to do it.

Effective Delegation • Consider commitment and development concerns. • Consider motivation and skill level. • Ensure a good “hand-off. ” • Never delegate responsibility without authority (dis-empowerment)