Professional Documents
Culture Documents
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ƥ What is delegating?
ƥ Why delegate?
ƥ Why is it so hard to delegate?
ƥ What should we delegate? Why?
ƥ What shouldnƞt we delegate? Why?
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ACCOUNTABLE
YOU
Entrust
Responsibility Delegate RESPONSIBLE
&
Authority
STAFF
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STRATEGY - A
STRATEGY -B
ACCOUNTABLE
YOU
Entrust
Responsibility Delegate RESPONSIBLE
&
Authority
STAFF
#
* Iƞm gonna give you the freedom to take certain
decisions but I ainƞt gonna hold your responsible for the
outcome.ơ
ACCOUNTABLE
YOU
Responsibility
& Delegate RESPONSIBLE
Authority
STAFF
'
'
maintenance
crisis prevention
performance improvement
change management
You
Performance improvement &
Change management
#
Dispensable
ƥ company needs
manager
ƥ easy target for redundancy
gets
PROMOTION
Wonƞt get
ƥ may keep job
ƥ constantly threat to Indispensable
companyƞs continuity manager
or even itƞs survival
ƥ equips staff
To solve their own problem
ƥ gives you more time
for adding value
ƥ makes you dispensable
ƥ helps you motivate your staff and assess
their potential
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Not a
ƥ No staff
genuine
ƥ Company Policy
reasons
you must do it yourself
ƥ Boss insists you to do it yourself
FEAR
Genuine or/and
reason IGNORANCE
#
#
ƥcomfort zone
ƥA defense mechanism
ƥsmoke screen
ƥexcuses
ƥworld changing
ƥ better than us
ƥ at less expense than us
ƥ with better timing
ƥ as part of their normal functions
ƥ as a contribution to their training and
development
ƥ to assess their suitability for their
promotion
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|
#
ƥperformance improvement
ƥchange management
)
#
ƥ We need toƦ
ƛ choose the task
ƛ know what the task requires
ƛ assess the risks
4
ƥ 4
(others could do it and opportunity to
develop their skills)
ƥ
(your core responsibilities)
$
ƥ %
need to carry out
ƥ
with other people
necessary to complete the task
ƥ %
logical thinking
ƥ sorting files, putting things in
order
ƥ
consulting with others
(
ƥ %
ability to plan
ƥ organizing and directing
ƥ
communicating with other
people to get their cooperation
ƥ
ƛ What are the consequences of the job
being mismanaged, what are the chances
of that happening?
ƥ #
ƛ What obligation which you are relied upon
to care about are handling over?
ƥ
ƛ What extent of your command and control
will you be given up?
ƥ We need toƦ
ƛ choose the task
ƛ know what the task requires
ƛ assess the risks
( *#
ƥ We have to Ʀ.
ƛ consider capabilities of our people
ƛ know what our people need
ƛ be able to match task to people
4 4
#
The Aces
ƥExperienced people
The Jacks
ƥPeople who need to learn how
to do
ƥneed direction
Th Jokers
MUST JACK
CAN ACE
ƥ We have to Ʀ.
ƛ consider capabilities of our people
ƛ know what our people need
ƛ be able to match task to people
(
ƥ We have toƦ
ƛ set the scene
ƛ talk over details
ƛ describe the background
ƛ set the standards
ƛ coach
ƛ make agreement on how to report progress
The Authority
You Are Assigning
The Responsibilities
You Are Handing Over
The Components
of the Task
4
#
Cost
Õuality
Time
4
ƥ Quality
ƛ Presentation must be set up in a standard way
ƥ Quantity
ƛ 50 customers must be invited
ƥ Time
ƛ Preparation must be completed by the end of the month
ƥ Cost
ƛ The expense should not be more than it did last year
4
ƥ We have toƦ
ƛ set the scene
ƛ talk over details
ƛ describe the background
ƛ set the standards
ƛ coach
ƛ make agreement on how to report progress
ƥ We have to
ƛ checking
ƛ advise
ƛ review
ƛ give credit
4
ƥmay be behind schedule
MINOR ƥarrange meeting
ƥ|
#
ƥ|
MAJOR ƥWay off course
ƥ#
ƥno blame, offer help
Give Credit
Where Credit Is Due
' b e e
.uee e b
e . A
e
e.
"
ƥ We have to
ƛ checking
ƛ advise
ƛ review
ƛ give credit
Easier Said
Than Done
%
They shouldnƞt be
afraid to admit it
| e e
e
e b
ee
e
. B e ee
e e. Oe
e e
e. ðe e
e
e
e
e
.
#
4
necessary task
entrusted
ƥ We must..
ƛ let go
ƛ show trust
ƛ support mistakes
ƛ obtain commitment
_ _