2. Words of Wisdom
 Remember that there is no such thing
as a single-handed success: When you
include and acknowledge all those in
your corner, you propel yourself, your
teammates and your supporters to
greater heights.
- Author Unknown
• No man will make a great leader who
wants to do it all himself, or to get all
the credit for doing it.”
--Andrew Carnagie

3. Delegation Defined
• the assignment of authority and
responsibility to another person to
carry out specific activities
• conferring some of your functions or
powers on another so they can act
on your behalf
• giving someone else the freedom to
make decisions about how to go
about reaching goals set by you
De legatio
n
The person who delegated the work remains accountable for the
outcome of the delegated work

4. W h y P e o p le D o n ’ t
D e le g a t e ?
• it involves giving some control
away
• people believe that no one else can
do it as well as they can do it
• it takes a lot of up-front effort
It m e a n s le t t in g g o

5. Two Key Reasons for Delegation
 By doing the work yourself, you’re failing
to make best use of your time.
 By meaningfully involving other people in
a project you develop:
• the delegatee’s skills and abilities
• your skills and abilities
The question is,
“Would it be a good use of your time?”

6. The Importance of Delegation
our success will be judged by the results
you achieve through delegation.
ffective delegation does not just add to
your achievements…it multiplies them.
ometimes, the absence of effective
delegation will slow down your progress
faster than anything else.
f you want to control your time,
U s in g t h e P o w e r o f O t h e r
delegation is essential.

7. W h e n t o D e le g a t e ?
 Essentially is this a task that
someone else can do, or is it critical
that you do it yourself?
 Does the task provide an
opportunity to grow and develop
another person’s skills?
 Is this a task that will recur, in a
similar form, in the future?

8. W h e n t o D e le g a t e ?
 Do you have enough time to
delegate the job effectively?
 Time must be available for:
• adequate training
• questions and answers
• opportunities to check
progress
• rework if necessary
 Is this a task that I should delegate?
 Tasks critical for long-term success
genuinely do need your attention.

9. T o W h o m S h o u ld Yo u
D e le g a t e ?
 The experience, knowledge & skills of the
individual as they apply to the delegated task
• What knowledge, skills and attitude does
the person already have?
• Do you have time and resources to provide
any training needed?
 The individual’s preferred work style
• How independent is the person?
• What does he/she want from his or her
job?
• What are his or her long-term goals and
interest, and how do these align with the
work proposed?

10. T o W h o m S h o u ld Yo u
D e le g a t e ?
 The current workload of this
person
• Does the person have time to
take on more work?
• Will you delegating this task
require reshuffling of other
responsibilities and
workloads?

11. Wisdom :
Be Patient
 When you first start to delegate to
someone, the person may take longer
than you do to complete tasks.
 You are an expert in the field and the
person you have delegated to is still
learning.
Be Patient:
• If you have chosen the right person to
delegate to, and you are delegating
correctly, you will find that he or she
quickly becomes competent and
reliable.

12. 15. Masterful Tips
for Effective Delegation
1. Select the right person for the right job
2. Provide enough information
3. Delegate the entire job to one person
and give them full authority
4. Focus on results, not on process
5. Delegate through dialogue
6. Establish deadlines and build in
accountability
7. Establish check-in dates

13. 15. Mind Blowing Tips
for Effective Delegation
8. Give positive and corrective feedback
9. Provide the necessary resources
10. Offer guidelines and advise without
interfering
11. Establish the parameters
12. Keep the monkey on their back
13. Provide backup and support when
necessary
14. Give full credit

14. 1. S e le c t t h e R ig h t
P e rs o n fo r th e J o b
You select the delegatee for one of two
reasons:
• This individual is best qualified
and can deliver the best results
• This individual will most benefit
from the learning experience of
taking on this job.
 This project will contribute to their
experience and development,
which the company will draw on
at a later time.

15. 2. Provide Enough Information
• Provide the “big picture” so the delegatee
can see how the work fits into the overall
operation.
• Don’t hoard information or keep them in
the dark.
• Determine what success looks like so the
person has a clear picture of what you want
to accomplish.
• Point out the win-win. What’s in it for me &
them.

16. 2. Provide Enough Information
 Make comments like:
 “Having you take this responsibility will allow
me more time to focus on XYZ
 You’ll have the opportunity to learn more
about what’s going on outside of our
department, which will better position you
for that promotion you are working
towards.”

17. 3. Delegate the Entire Job to
One Person and Give them Full Authority.
• Individual’s interest in the project will be
elevated
• A deeper sense of accomplishment and
satisfaction when the task is completed.
Remember:
• The ultimate responsibility lies with you,
when you delegate something to
someone.
• Make sure that others know that you’ve
given the responsibility and authority to
that individual, and that they area
accountable for producing the results.

18. 4. F o c u s o n R e s u lt s ,
N ot on P roc e s s
 Delegate responsibility, not work.
• do not confuse delegating
responsibility with offloading
work onto someone else
• allow the delegatee the
freedom to exercise some
personal initiative
• focus on what you want, not
how to do it. Let them develop
the methodology for how to
achieve the goal.
.

19. 4. F o c u s o n R e s u lt s ,
N ot on P roc e s s
There are exceptions to this:
 If you work in an industry that
requires tight control over certain
processes & procedures which must
be followed, then the how
becomes important.
 An example would be how to draw
blood at a blood bank. Not following
sanitation
procedures could create disastrous
results.

20. 5. D e le g a t e t h r o u g h
D ia lo g u e .
• Don’t do all the
talking
Minimize interruptions
• don’t delegate in and allow plenty of
the hall.
Time for dialogue
• Delegate in an
environment that
is conducive to
fully explaining the
project.

21. 5. D e le g a t e t h r o u g h
D ia lo g u e .
Instead of asking:
• Involve the
•“Do you understand?”,
delegatee in
the discussion and Ask:
encourage them
for suggestions “Any ideas as to how
and comments. you’ll proceed?”
 You’ll get a
better sense of
whether or not your
request was clear.

22. 6. Motivate the
Person you're Delegating
• If you're handing off important
work, you want your subordinate
to be fired up to get results.
• If the employee is there to learn,
present the task as a development
opportunity.
• If visibility is important to the
employee, present it that way.
Motivation

23. 7. E s t a b lis h D e a d lin e s
a n d B u ild in
A c c o u n t a b ilit y
 Don’t leave due dates uncertain or
open ended. Don’t say,
• Can you get this to me as soon as
possible?
• Please do this whenever you can
get around to it.
 Be specific about when you want it
done by.
• I trust you to take full responsibility
for getting this done. If you foresee
any problems or need help, you
know how to reach me. Do you see
any problem in getting this done by
May 31?”

24. 8. E s t a b lis h C h e c k -
in -D a t e s
Be aware of the status of the project, but
don’t hover.
• Without checking on progress,
you have not delegated – you’ve
abandoned!
Keep a Delegation Log to help you track
each task you delegate.
• Ask the delegatee to report
progress on specific check-in
dates you’ve negotiated.

25. 9.
G iv e P o s it iv e
& C o r r e c t iv e F e e d b a c k .
• Do not focus on what is wrong,
but rather on what can be done
to make it better.
• Give constructive criticism, not
destructive criticism
 “It looks like there's a
problem here. What do you
need to do to get back on
track?”

26. 10 .
P r o v id e t h e
N e c e s s a ry R e s ourc e s .
 Point delegatee in the right
direction if the work involves
other people or resources
needed to get the job done.
 “See Ali in Accounting.
 See Jamal in Purchasing. He
can provide you with the
necessary information you’ll
need.”

27. 11. Offer Guidance
& Advice without Interfering.
 Point out the roadblocks they may
encounter.
 “Rashid in Purchasing never
checks his e-mail, so it’s best to
call him for anything you need
back in a hurry.
 You may need to light a fire
under Hamid in Marketing to
keep this project moving
forward.”

28. 12 . E s t a b l i s h t h e
P a ra me te rs
• Establish the
parameters, conditions
and terms before you
delegate.
• Don’t impose controls
after you’ve delegated.
• State those up front.

29. 13 . K e e p t h e
M o n k e y o n t h e ir B a c k
Don’t let them delegate back to you.
• If someone brings a problem to
you, you can listen without
assuming responsibility for solving
the problem.
• The delegate may stop you in the
hall and ask, “What do you
think?”
• Turn the question around and
say, “What do YOU think?”

30. 13 . K e e p t h e
M o n k e y o n t h e ir B a c k
The delegate may ask if it is possible to delay
the deadline for another week.
• Turn the question around and say, “Is it?
Will that help us reach our goals?”
 Or you can ask questions like:
- What recommendations do you have
for how to handle this situation?
- What are some feasible alternatives?
Which move do you suggest we go
with?
 In other words, don’t rescue! In your
dialogue, keep the focus on the delegatee
and don’t let them put the monkey back
on you.

31. 14 . P r o v i d e B a c k - U p
& S upport w he n
N e c e s s a r y.
There’s a difference between
rescuing and supporting.
• If something is not going well,
provide support from behind the
scenes, such as placing a discreet
phone call to someone involved
who is not cooperating with the
delegatee.
• Let them know they don’t have
to fight their battles alone.

32. 15 . G iv e F u ll C r e d it
 Give full credit and recognition to the
person who gets the job done. Don’t
take the credit yourself.
• If the delegatee is unsuccessful, take
the brunt of the blame yourself rather
than using them as a scapegoat.
• If the delegatee has not developed
their skills fully enough to accomplish
the task, you as the manager can
assume the responsibility for that.
Learn from the experience so you can more effectively
delegate the next time