Art of Delegation

THE ART OF DELEGATIONTHE ART OF DELEGATION

How to getHow to getothers to do your work,others to do your work,so you can get on toso you can get on towhat you’rewhat you’rereally supposereally supposeto be doing….to be doing….

Jana S. FerrisJana S. FerrisCounty Extension FacultyCounty Extension FacultyWashington State University ExtensionWashington State University Extension

Utilization of skill which is already exist in the group

Bring out the next in line

Getting things done

Prevent the depth of dependency

Allow group to feel a part of their effort is success

To Invent innovative minds

• Those tasks you completed prior to assuming new role• Those tasks your delegates

have more experience with• Routine activities• Those things not in your core competency

• Those tasks you completed prior to assuming new role• Those tasks your delegates

have more experience with• Routine activities• Those things not in your core competency

Task to be delegatedTask to be delegated

Tasks to Retain

Tasks to Retain

• Supervision of subordinates• Long-term planning• Tasks only you can do• Assurance of program compliance• Dismissal of volunteers/ members/parents, etc.

• Supervision of subordinates• Long-term planning• Tasks only you can do• Assurance of program compliance• Dismissal of volunteers/ members/parents, etc.

• Look at individual strengths/ weaknesses• Determine interest areas• Determine need for development of delegate

• Look at individual strengths/ weaknesses• Determine interest areas• Determine need for development of delegate

DelegateDelegate

DetermineDetermine

SMALL GROUP ACTIVITY

In your groups, brainstorm 5 tasks you are currently doing that could be delegated.

Determine who would serve as your best delegate for each of the tasks.

“ I want you to do….. Because you” ……

Show examples of previous workExplain objectivesDiscuss timetable, set deadlines

Ensuring Understanding

Clear communication Ask for clarification Secure commitment Don’t say no for them Collaboratively determine

methods for follow-up

Communicate delegate’s authority

Step back, let them work

Use constrained access

Don’t allow for reverse delegation

Allocate…

authority, information, resources

Schedule follow-up meetings

Review progress

Assist, when requested

Avoid interference

Publicly praise progress and completion

Encourage problem solving

Loss of control?If you train your subordinates to apply the same criteria as

you would yourself, then they will be exercising your control on your behalf.

Too much time spent on explaining tasksThe amount of time spent up front is, in fact, great. But,

continued use of delegation may free you up to complete more complex tasks and/or gain you some time

for yourself.

Compromising your own valueBy successfully utilizing appropriate delegation,your value to the group/organization will growat a greater rate as you will have more timeto do more things…….

Information and decision-making not shared by the group

Leaders become tired out

When leaders leave groups, no one has experience to

carry on. Whereas new members don’t find ways to

contribute

Group morale becomes low and people become frustrated

and feel powerless

The skills and knowledge of the group/organization are

concentrated in a few people

“The secret of success is not in doing your own work but in recognizing the right [person] to do it.” ~Andrew Carnegie

Thank Thank YouYou