an introduction to the most important skill a manager must have.

1. WELCOME
ً ‫مرحبا‬

2. DELEGATION SKILLS
Khaled A. Anter

4. Ground rules
• Start at 10:00 am, End at 5:00pm
• Breaks at your well
• Phones silent please
• No politics, No religions, No sports
• Share your experience
• Relax & have fun

5. WHO ARE YOU?
WHY ARE YOU HERE?

6. Training Objectives
• How delegation fits into your jobs and how it can make
them more successful.
• Different ways of delegating tasks.
• How to use an step-process for effective delegation.
• How to give better instructions for better delegation
results.
• Common delegation pitfalls and how to avoid them.
• Ways to monitor delegation results.
• Techniques for giving effective feedback.

7. LET’S WARM UP…
What is management?

9. Management
• Management in business and organizations is an art that
coordinates the efforts of people to accomplish goals and
objectives using available resources efficiently and
effectively.
• Management comprises planning, organizing, staffing,
leading or directing.

10. WHAT IS DELEGATION?
Why is it so important?

12. Delegation
• Delegation is the assignment of responsibility or authority
to another person (normally from a manager to a
subordinate) to carry out specific activities.
• It is one of the core concepts of management-leadership.
• The opposite of effective delegation is micromanagement.

13. Micro-management
• Micro-management is a management style whereby a
manager closely observes or controls the work of
subordinates or employees.
• Often, this excessive obsession with the most minute of
details causes a direct management failure in the ability to
focus on the major details.
• In micromanagement, the manager not only tells a
subordinate what to do but dictates that the job be done a
certain way regardless of whether that way is the most
effective or efficient one. (emotional insecurity).

15. FOUR STEPS TO
DELEGATE EFFECTIVELY
planning to delegate

16. Four Steps to Delegate Effectively
• Step 1 – Select the Right Task
• Step 2 – Choose the Right Person
• Step 3 – Give Clear Directions
• Step 4 – Monitor Progress

17. Step 1 – Select the Right Task
• Not every task is an ideal candidate to delegate.
• Tasks that are redundant and well-defined are good tasks
to delegate.
• Also, tasks that are isolated in function and do not require
a great deal of coordination or group interaction might
also be good candidates for delegation.

18. Step 2 – Choose the Right Person
• can be one of the hardest steps.
• It takes time and effort to find a person who possesses all
the traits and skills required for the job.
• The person not only needs to have the right technical
skills or expert knowledge, but they also need to be
trustworthy and have the time to take on the additional
work.
• In addition, the person needs to have similar values and
ethics to the person delegating the task.

19. Step 3 – Give Clear Directions
• The directions should be clear, simple, and well-
documented.
• If the instructions only reside in the manager’s head, then
the delegation process can be very time consuming and
lengthy.

20. Step 4 – Monitor Progress
• To monitor the progress of the knowledge and skill
transfer.
• Regularly follow-up on how well the person is completing
the work.
• Take time to check over the work and ensure the work is
correctly done.
• Remain available for questions and provide feedback

22. Main Concepts of Delegation
1. Authority
2. Responsibility
3. Accountability

23. Authority
• Authority is the power given to a person or group of
people to act and make decisions within designated
boundaries.
• When delegating a task, the authority is shared between
the manager and the person receiving the delegation.

24. Responsibility
• Responsibility refers to the act of carrying out the task.
• When delegating a task, the manager and person
receiving the delegation share the responsibility of
completing the work.

25. Accountability
• Accountability is the act of being liable for a person’s
actions and decisions.
• During delegation of a task, the accountability of the task
transfers from the manager to the person receiving the
delegation and actually completing the work.

26. FOUR BASIC DELEGATION
STRATEGIES

27. Four basic delegation strategies
• 1. Telling
• 2. Participating
• 3. Selling (coaching)
• 4. Delegating

28. 1. Telling
• The leader designs the job, then delegates it to a
member.

29. 2. Participating
• The leader identifies a job two members might do and
gets a commitment that they will work on it together.

30. 3. Selling (coaching)
• The leader involves members in developing a project and
encourages them to volunteer for tasks.

31. 4. Delegating
• The leader involves members in developing a project and
then leaves them to do it (“pure delegation”).

32. DOS & DON’TS
Delegation in a nut shell

34. Do delegate
• When there is a lot of work.
• When someone else has a particular skill or qualification
which would suit a task.
• When someone expresses an interest in a task.
• When a member might benefit from the responsibility (i.e.,
an emerging leader in your group).

35. Don’t delegate
• Your own “hot potatoes” (items with serious
consequences, emergencies, etc.).
• Things that are usually your specified responsibility.
• Things you would not be willing to do.
• To a member who may not possess the skills necessary to
do the task successfully.

36. 12 RULES OF
DELEGATION
The road to success

38. #1 Delegation is a two-way street
• That’s right! Delegation is meant to develop you and the
people you work with. Consider what you are delegating
and why you are delegating it. Are you delegating to build
people, get rid of work you don’t like to do or to develop
someone?

39. #2 let go
• To be a good delegator you need to let go. You can’t
control everything so let go and trust the people you work
with. Hand over those tasks to other people that are
stopping you from reaching your full potential.

40. #3 plan
• Create a delegation plan. Use a delegation matrix that
shows your people and the main task components and
how you can develop your people and get the work done.
This will help your people understand the expectations
being set.

41. #4 Define
• Define the tasks that must be done. Make sure that the
task can be delegated and is suitable to be delegated.
Some things you have to do and others can be done by
someone else. Be clear on what the task is and is not.
People like clarity when being delegated to. So ensure
you are clear. If you are not clear your people will not be
and you will be disappointed. Worst, your people will feel
like failures. Not cool!

42. #5 Be honest
• Select and assign the individual or team that should take
on the task. Be clear on your reasons for delegating the
task to that person or team. Be honest with yourself. Make
sure you answer the question what are they going to get
out of it and what you are going to get out of it? Think of it
as listening to the radio station WII-FM (what’s in it for
them). It’s a good motivator.

43. #6 training
• Make sure you consider ability and training needs. The
importance of the task may need to be defined. Can the
people or team do the task? Do they understand what
needs to be done? If not, you can’t delegate it to them. If
resources are an issue, sit your team down and move
things around or develop a mentoring-support program
that enables your people.

44. #7 Negotiate
• Clearly explain the reason for the task or work that must
be done. Discuss why the job is being delegated and how
it fits into the scheme of things. Don’t be afraid to
negotiate points that are discussed when appropriate.
Don’t say it is because we are told to do it. For your
people to own the task you must own the task. Reframe
and rephrase it so you have ownership.

45. #8 Measure
• State the required outcomes and results. Answer
questions like what must be achieved, what the
measurements will be, and clarify how you intend to
decide that the job was successfully done.

46. #9 Be prepared
• Be prepared to discuss the required resources with the
individual and team. Common challenges arise with every
person and team including people, location, time,
equipment, materials and money. These are important
concerns and should be discussed and solved creatively.
However, sometimes it is simply as it must be done.

47. #10 Document
• Get agreement on timeline and deadlines. Include a
status reporting feature to ensure things are getting done.
When is the job to be done? What are the ongoing
operational duties? What is the status report date and
how is it due? Make sure you confirm an understanding of
all the previous items. Ask for a summary in their words.
Look for reassurance that the task can be done. Address
any gaps and reinforce your belief in the individuals or
teams work. They need to know you trust them.

48. #11Support
• Remember the two way street, well it is most likely a
multi-directional intersection. Look around and support
and communicate. Speak to those people who need to
know what is going on. Check your stakeholders list and
make sure you inform them what the individuals or teams
responsibility is. Do not leave it up to the individual or
team. Keep politics, the task profile and importance in
mind.

49. #12 Be the man
• Provide and get feedback for teams members and
individuals. It is important that you let people know how
they are doing and if they are achieving their aim. Don’t
get into blame-storming. You must absorb the
consequences of failure, create an environment where
failure is an opportunity to learn and grow and pass on the
credit for success. Pay it forward if you can.

51. ANY QUESTION?
Thank you