Ignite Presentation: Delegation Management
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Ignite Presentation: Delegation Management
- 1. Ignite Presentation Delegation Management Malika Bennett Management Comm-642 10/13/12
- 2. The first rule of management is delegation. Don't try and do everything yourself because you can't. Anthea Turner
- 7. Why Delegate? Builds trust amongst your team.
- 8. Why Delegate? Allows for professional development of your employees.
- 9. Why Delegate? Reduces stress and improves work life balance.
- 11. How Do You Delegate?
- 12. How Do You Delegate? Understand Your Job and Your Objectives
- 13. How Do You Delegate? Determine if the task is something others can do.
- 15. How Do You Delegate? Determine how much time is available to complete this task.
- 16. How Do You Delegate? Assess which employees to delegate tasks to…
- 18. How Do You Delegate? Get the details and put the delegation plan in place. y rem … es e a tions Th ecta exp
- 20. How Do You Delegate? Implement your plan and let the fun begin!
Hinweis der Redaktion
- FEAR OF DELEGATING - Many managers fear that the job won’t get done right and some are insecure and have the false idea that delegating tasks makes them less valuable to the organization.
- FEAR OF DELEGATING
- So the question is why should managers or professionals delegate.
- More time for more important tasks, builds a strong team of people who can carry on your work in your absence.
- Meet deadlines, et C .
- One of the most important elements in building a productive. Delegating makes employees feel part of the team, like you trust them. It also builds confidence and awareness of your employees strengths, talents, and areas for improvement.
- Motivates employees, allows them to take ownership, makes them feel part of the team. Learn new skills.
- Review job objectives and what is expected of you. Do an assessment and write down what tasks you do to meet those objectives.
- What skill level and amount of supervision is required?
- When do you need the work c ompleted? Make sure there is enough time to manage the pro c ess, fa c t c he c k, be available to answer questions, et c .
- Consider each of your team members’ interests and abilities. What developmental needs does each have? Who needs this most? Look at their upcoming schedule, their expressed desires for growth. Consider their interest in this task or project.
- Before you actually ask the team member to accept this new (though perhaps temporary) responsibility, plan the meeting you will have with them. Do a walkthrough, virtual role-play, or dress rehearsal of the entire meeting. What would you ask if you were the person being delegated to? Make sure you have all the necessary details. Be clear in advance what are reasonable limits on authority. Write down what the performance standards are. Write down what the ongoing feedback loop will look like. How often do you want a report or some kind of update? And, in that update, determine what constitutes a minimum acceptable level of information. (Otherwise, after 6 weeks of “everything’s fine”, you may get an “Uh-oh”.) Plan for training or coaching if it is necessary for this team member’s success.
- This is the meeting where you actually ask the team member to accept the new task or project. Schedule it in advance. After your practice run above, you should be able to estimate the necessary length. By asking, as opposed to saying, “I want you to…”, you give them the opportunity to verbally commit to the task or effort. Discuss how they will have authority, be responsible, and be accountable. Be specific. It is particularly important that you focus on results versus methods. If you tell them how to do it, they are doing it for you. When you tell them what results are acceptable, you show that you trust their judgment.