Trianing objectives:
This course will help you how to:
· Clearly identify how delegation fits into your job and how it can make you more successful.
· Identify different ways of delegating tasks.
· Use an eight-step process for effective delegation.
· Give better instructions for better delegation results.
· Ask better questions and listen more effectively.
· Recognize common delegation pitfalls and how to avoid them.
· Test your delegation skills.
Duration: 2 days
Course Outline:
- Introduction and Icebreaking
- Why Delegate?
· Benefits to leader and subordinates - the twin goals of delegation are:
o The development of subordinates and
o The increased effectiveness of the leader.
· Why one manager does not delegate?
o Lack of time
o Fear of mistakes – perfectionism
o Enjoy “getting my hands dirty”
o Fears of surrendering authority
o Fear of becoming invisible
o Believe that staff “are not up to the job”
- How to delegate?
· When to delegate? – Questions to ask before delegation
· What should not be delegated
· Pick the right person
o Experience, knowledge, skills
o Preferred workstyle
o Current workload
· 8-step process of delegation
o Deciding what to delegate;
o Select capable, willing people to carry out jobs;
o Delegate complete jobs;
o Explain why the job is done, and what results are expected;
o Then let go! Review on regular basis;
o Give help and coach when requested;
o Accept only finished work!
o Give credit when a job has been successfully finished.
· The tips of keeping control while not “micro-manage”
o Explain why and the specific expectation;
o Set up regular on-going review process;
o Agree on the problem solving and decision making process)
- Levels of delegation and team development
· Tannenbaum and Schmidt model of delegation and team development
· Levels of authority and freedom
- “Wait to be told.” Or “Do exactly what I say.”
- "Look into this and tell me the situation. I'll decide."
- "Look into this and tell me the situation. We'll decide together."
- "Tell me the situation and what help you need from me in assessing and handling it. Then we'll decide."
- "Give me your analysis of the situation (reasons, options, pros and cons) and recommendation. I'll let you know whether you can go ahead."
- "Decide and let me know your decision, and wait for my go-ahead before proceeding."
- "Decide and let me know your decision, then go ahead unless I say not to."
- "Decide and take action - let me know what you did (and what happened)."
- "Decide and take action. You need not check back with me."
Team activity and case study - matching the level of delegation to the subordinate experience.
- The Delegation meeting
· Gaining “emotional contract” – Maslow’s hierarchy of needs
· Active listening, effective questioning and constructive feedback
· Role play – use Delegation-smart-task-form to conduct a delegation meeting.
- Conclude the day and the Action Plan