DELEGATING WITH

PURPOSE

File Name: DWP-Slides

Development Dimensions International, Inc., MMXII. All rights reserved.

Describe or Illustrate
What do team members
think, feel, and say about a
leader who doesnt
delegate?
What do team members
think, feel, and say about a
leader who dumps tasks
and runs?
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Development Dimensions International, Inc., MMXII. All rights reserved.

Delegating with
Purpose Is
Continually looking for
opportunities to:
achieve results
build capability
by assigning task and
decision-making
responsibilities with
clear boundaries,
support, and follow-up.
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Development Dimensions International, Inc., MMXII. All rights reserved.

Matching People to the Task

Abilities
Availability
Motivation
Development Needs

Development Dimensions International, Inc., MMXII. All rights reserved.

Identify Best Candidate

Think of names of
potential candidates
for each task.
Person 1
Person 2

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Y
?

?
Y

Y
Y

N
Y

Matching People to the Task

Abilities
Availability
Motivation
Development Needs

Development Dimensions International, Inc., MMXII. All rights reserved.

If youre not
challenging yourself
and your team to
step out of your
comfort zones,
youre probably not
delegating enough.

Development Dimensions International, Inc., MMXII. All rights reserved.

No two
delegations
are the same!

Development Dimensions International, Inc., MMXII. All rights reserved.

Delegating with
Purpose Is
Continually looking for
opportunities to:
achieve results
build capability
by assigning task and
decision-making
responsibilities with
clear boundaries,
support, and follow-up.
9

Development Dimensions International, Inc., MMXII. All rights reserved.

Responsibility

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Purpose, importance, benefits

Overall scope and specific tasks
Technology/Equipment required
Outputs and results
Performance expectations
Time frames, deadlines, obstacles

Development Dimensions International, Inc., MMXII. All rights reserved.

Authority
Determine the level of authority by considering:
The persons experience and abilities
relative to the task.
The persons motivation for the task.
The complexity of the task.
The importance of the task and the
decisions to be made.
Potential negative effect if you must rescind.
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Support
Resources and other help needed
to ensure success, including:
Coaching.
Training.
Information sharing.
Removing barriers.
Mentoring from others with expertise.
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Follow-up
Monitoring

Measuring

Identify how and when

you will observe and
track peoples progress
as they carry out
delegated tasks.

Set specific, objective

targets so people
know whats expected
and can evaluate their
results as they carry
out delegated tasks.

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The Planning Points

14

Responsibility
Authority
Support
Follow-up

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Involvement

Support

To encourage ownership
and commitment for the
delegation.
To clarify responsibility,
authority, support, and
follow-up.
To seek and confirm a
persons abilities,
availability, motivation,
and development needs.

To build confidence and

competence.
To provide needed
guidance and resources.
To reinforce successes
and redirect less-effective
performance.

15

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When is the
delegated
task/responsibility
no longer a
delegation?

16

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Formal Follow-up
Set key milestones to assess progress,
provide feedback, and address any
concerns.
Provide proactive coaching for the next
important aspect of the task.
Revisit and adjust your initial delegation
plan based on the persons progress.

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Informal Follow-up
Stay in touch to keep
abreast of any challenges
or problems.
Quickly assess progress
to offer additional coaching
and support.
Reinforce effective
performance while the
person is handling the task.
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Development Dimensions International, Inc., MMXII. All rights reserved.