Delegating for Success INTRODUCTION and Accountability · 2013-06-21 · Your Faculty Delegating for Success and Accountability Your Faculty John Baci, MBA, CPM Director of Pathology

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Preparing Laboratory Leaders for Today and Tomorrow A joint collaboration betweenfor Today and Tomorrow j

INTRODUCTION

Your Faculty

Delegating for Success and Accountability

Your FacultyJohn Baci, MBA, CPM

Director of Pathology AdministrationBoston Children's Hospital

Children's Hospital Pathology Foundation, Inc.

AcknowledgementsK i ti M i tt

Click NEXT to continue

Kristin MarriottDirector of Support Services

APP-UniPath, LLCFor her peer review contributions

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Hi Doug…I no longer have time to attend the institution’s Quality

Improvement meetings at 9:00 am on Thursday mornings and was

Scenario INTRODUCTION

on Thursday mornings and was hoping that you could go on my

behalf and let me know if there are any Pathology issues that we need to

be aware of.


Sure….is there anything that I should know????”

Bad delegation

Scenario INTRODUCTION

“I don’t want to do that task.”

Disregards Doug’s role in the laboratory

Risk of missing important i f ti


information

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Why Don’t Managers Delegate More?

Lacking time or organization

Lacking trust in employees

INTRODUCTION

Lacking trust in employees

Perception that it’s “Easier to justdo it yourself”

Employees are busy and do not have the time for additional responsibilities


responsibilities

Risk to reputation

Enjoy ‘being in the thick of things’

Why Don’t Managers Delegate More?

Fear of surrendering authority

INTRODUCTION

Fear of surrendering authority

Fear of becoming invisible

Fear of mistakes occurring


Belief of low staff motivation to take on new work

Belief of potential delegate fearing your critique

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Benefits of Delegating INTRODUCTION

You

Less stress

Take on new challenges

More time for management tasks


Benefits of Delegating

Lab Personnel

INTRODUCTION

Lab Personnel

Build confidence

Develop a broader set of skills

Become a more competitive and flexible asset


and flexible asset

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Benefits of Delegating

Organization

INTRODUCTION

Increases lab bottom line

More highly skilled and confident staff

Decisions are handled closer ff


to the staff that actually perform the tasks

Objectives

• Discuss the importance of delegating

INTRODUCTION

• Discuss the importance of delegating

• Review the tasks performed in gooddelegation

• Practice communication skills for delegating a task or project


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Delegation is… What is Delegation?

Pairing people to authority and responsibility in a way that maximizes motivation, productivity, and the growth of people and business.


Definitions

Authority

The po er to make decisions

What is Delegation?

The power to make decisions and to act

Responsibility


The obligation to take action and fulfill a task

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Responsibility is…

The duty to perform to the standards of someone else’sexpectations

What is Delegation?

expectations.


Accountability

Accountability: Answering to someone for the resultsf h i i l

What is Delegation?

of your own choices, actions, results.

When you delegate something that is part of your job description, you can’t delegate


desc p o , you ca de ega eaccountability for the final result.

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Delegation Interaction Cycle

Open by identifying task responsibility and importance

What is Delegation?

Clarify responsibility - scope, limits, possible barriers

Develop ideas for transferring responsibility

Agree on plan for transferring and tracking


Agree on plan for transferring and tracking

Close by summarizing and confirming confidence

Delegation Process What is Delegation?

Step 1:IdentifyStep 1:Identify

Step 2:Plan

Step 2:Plan

Step 3:TransferStep 3:Transfer

Step 4: S iStep 4:

S iStep 5:M iStep 5:M i

Step 6: A k l d

Step 6: A k l d


SummarizeSummarize MonitorMonitor AcknowledgementAcknowledgement

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Step 1: Identify

Who is the right choice?

Availability to do the jobSt 1

IDENTIFY

y j

Your availability to coach

How much time will you need to prepare the employee?

Step 1:Identify


Are there any barriers preventing delegation of these tasks to the selected individual?

What Should You Delegate?

Planning Delegation

Work or portions of work that others perform better than you

Tasks least critical to your job

Work that will develop your l ’ kill


employees’ skills

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What Should You Delegate?

Non technical material

Planning Delegation

- New department forms

- Non-technical procedures

- Ordering supplies

- Training Checklists


- CAP preparations

- Hospital Quality Improvement statistics

What Should You NOT Delegate?

Projects over which you have no authority

Planning Delegation

Do not delegate control of your team!

Unimportant or low priority tasks, unless there is a specific value in doing so


specific value in doing so

Tasks that would lower employee confidence

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What Should You NOT Delegate?

Technical procedures

Planning Delegation

Technical procedures- Reports that need critical

accuracy

Employee management- Coaching- Discipline


Discipline

Rubric

What are projects/tasks to be delegated?

Identify potential opportunities to delegate

Planning Delegation

Identify potential opportunities to delegate

Create a rubric for delegation task opportunities


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Tasks to DelegateWhy Not?

Task/Project/Activity Why Didn’t You Delegate It?Write Lab Procedures No one is as experienced as I am.

Planning Delegation

Write Lab Procedures No one is as experienced as I am. They do not know the approved lab procedures format.

Attend all weekly lab meetings I need to know what is going on and to see if the lab managers is doing their job.

Scan and file documentation No one will understand my filing system.

Sign off on all employee competency That way, I know they are doing


documentation things the way I want it done.

Scheduling meetings and events I want to control the departments’ meeting schedules based upon my calendar.

Identify the Task or Responsibility

Planning Delegation

Task/Project/Activity Keep Share DelegateWrite Lab Procedures XAttend all weekly lab meetings XScan and file documentation X


Scan and file documentation XSign off on all employee competency documentation

X

Scheduling meetings and events X

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ScenarioBob needs to delegate appropriate tasks to his lab tech Mary. Which of these tasks would be appropriate for him to delegate given Mary is a certified HT(ASCP) lab technician. Select which tasks to keep, share, or

Multiple Choice Planning Delegation

delegate by clicking on the appropriate box next to each task.Task/Project/Activity Keep Share Delegate

Signing off on histology technician competency

X

Creating and evaluating histology lab budget Excel spreadsheet(s).

X

Participating in the interview process for all lab technicians

X


process for all lab technicians.

Developing a QI plan for the Histology Laboratory

X

Presenting department initiatives to senior administration.

X

The Right Person? Planning Delegation


Tom Sawyer unfairly delegated the whitewashing of the fence in The Adventures of Tom Sawyer.

We will make sure to select the right person for the job.

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Multiple Choice

ScenarioDepartment supervisor has delegated to Kay, training of new staff on cutting and staining frozen section tissue. Key elements have been provided for training including specific instructions which does not

Planning Delegation

• Department supervisor for not monitoring training steps and having routine

provided for training, including specific instructions which does not allow trainee to cut tissue independently until they have been signed off on competency. Kay has decided she has performed this task sufficiently to be proficient enough to know when trainee is competent to cut independently. She allows the trainee to perform this function and sections are cut too thick requiring the pathologist to re-cut tissue.

Who is accountable for these actions?


Department supervisor for not monitoring training steps and having routine meetings to discuss progress

• Trainer - for making a decision without completing the competency protocol• Trainee - for not questioning trainer knowing competency protocols have not been

completed• No one - the pathologist was able to re-cut the tissue and provide an adequate

intra-operative interpretation

Delegate Appropriate Authority

Planning Delegation

Ask and wait for approval

Consult then do

Do, then inform Do it

Least Greatest


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Best Practices Planning Delegation

Delegating whole tasks or activities is more challenging and meaningful to the employee than fragments of tasks. It will more likely result in a more integrated result.


Delegating is a tactical management decision…

…NOT dumping work you don’t like on others!

Planning Delegation


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Step 2: Plan

Effective planning requires addressing:

PLAN

Step 2:

Definition of task

Project scope

Specification of objectives

Success criteria

Plan


Success criteria

Plan to communicate and touch basis

Multiple Choice PLAN

ScenarioBob has worked in the lab for five years. He is requesting more duties and would like to contribute to the department.What process or decisions are appropriate in delegating new tasks to

(Select the best answer)

• Assess skill set and match tasks to be delegated• Tell Bob tasks you are responsible are too critical to delegate• Instruct Bob to tell you what tasks he feels should be delegated to him• Tell Bob you lack confidence in his ability to manage tasks autonomously

What process or decisions are appropriate in delegating new tasks to Bob?


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Step 3: Transfer

Often the most difficult part of the delegation process is the Discussion.

TRANSFER

Step 3:Transfer


Why is the Discussion so challenging?

Step 3: Transfer

Ask the participant for input and ideas regarding the delegation, time frame, process, organization

i ti d t ki

TRANSFER

communications, and tracking


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Step 3: Transfer TRANSFER

Discuss rationale

Discuss benefits to them,

Define responsibility, expectations, and scope

,the team, and lab Discuss possible challenges


Attend to Employee Commitment

Check for ambivalence or hesitation

TRANSFER

hesitation

Identify the source

Share your positive reasons for selecting this individual


Offer encouragement and on-going support as needed

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Discuss Possible Actions

Ask the employee to devise a l f ti

TRANSFER

plan of action.

Review action plan, potential obstacles, and ways to avoid or deal with these obstacles.


Your availability and role

Step 4: Summarize

Summarize task time process

SUMMARIZE

Step 4: Summarize task, time, process, communication, and tracking

Check for employee confidence level

Set up date for check i / it i

pSummarize


in/monitoring

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Step 5: Monitor MONITOR

It is essential that you audit but not so often to impede the staff members completion of the task.

Step 5:Monitor


What are some methods to audit a delegated task?

Monitoring MONITOR

LET GO

• Let the employee figure out the finer details

AUDIT

• Follow‐up formally at review points and

COACH

• As needed or requested by employee


finer details of the task

and informally as needed

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True or False?

Q1. Delegation should be used to evaluate the capacities of

True or False? Knowledge Check

employees?TrueFalse

Q2. It is best to delegate the most tedious portions of projects first, then increase the complexity of the projects in the future.TrueFalse

Q3 Employees should not feel pressured to report progress to the


Q3. Employees should not feel pressured to report progress to the manager, but should focus their efforts on their new project.TrueFalse

Step 6: Acknowledgement

Accept completed work

ACKNOWLEDGE

p p

Show appreciation!

Step 6: Acknowledgement


What are some ways to show or give appreciation?

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Doug, I’ve found a few tasks I think you’re well suited for. I want you to create a statistics report for specimen turn‐around‐time.Doug: I might need some help the

Scenario STEP 1

g g pfirst time I do it.


I might need some help the first time I do it.

I am going to set some time aside to walk you through it.

Scenario STEP 1

I’m not sure if I’ll have time to do this every day…

Question prompt: How should you respond? #1 I see in your daily tasks that you have a time gap after you finish specimen preparation, you can fit it in along after that.


p p , y g#2 Substitute this report instead of doing your regular specimen preparation.

Feedback#1 This is the correct choice, you should not delegate tasks if it takes away from an employee’s other regular responsibilities.

#2 Incorrect, you should not delegate tasks if it takes away from an employee’s other regular responsibilities.

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Here’s a sheet with a quick outline of how to navigate the LIS.

Scenario STEP 2

Hmmm….when will I have to start doing this?

Question prompt: How should you respond?#1 You start doing generating reports tomorrow, I need to start spending more time


focusing on laboratory expansion plans.#2 You will start next week with my supervision and guidance and then after that, you’re on your own.Feedback#1 Incorrect, it is important to allocate time if necessary, for the employee to prepare for the new task and be supervised.#2 Correct, as identified previously, this employee needs time to prepare and guidance for the new task.

Scenario STEP 3

If you don’t mind me asking, why did you pick me to do start doing this?

How confident do you feel in doing this?

I see…I think it’s a little fast for me to start generating reports since I’ve never

actually had to do it before.

Question prompt: How should you respond?


#1 I understand your hesitation but this is a challenge you must conquer.#2 I will see about giving you an extra week or two of guided supervision from Mr. Sarif.

Feedback: #1 Incorrect, while it’s true that Doug must step up to the challenge, offering some extra coaching will help Doug generate reports in the future more confidently on his own.#2 Correct, even if you do not have time to provide that extra coaching, look to find another senior staff member that can so that Doug can generate reports with confidence

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Scenario STEP 4

So to sum things up, I need you to start generating weekly specimen turn‐around‐time statistics via the LIS starting next week. You will get some coaching and supervision for the first 3 weeks. Please

come to me if you have questions.

(hesitantly) Ok….I think I understand.

Question prompt: What should you do next?#1 Go over the steps of the task in detail to ensure Doug’s confidence and schedule a f ll i


follow‐up review.#2 Thank Doug and conclude the discussion.

Feedback#1 Correct, Doug’s hesitant affirmation of understanding indicates he may not fully understand and a more detailed review is warranted.#2 Incorrect, Doug’s hesitant affirmation of understanding indicates he may not fully understand. M should go over each step in detail to help Doug fully comprehend the task.

I thi k I’ h i t bl ith th

Scenario STEP 5

I think I’m having trouble with the specimen turn‐around‐time

statistics because I’m not certain where to locate the data in our LIS.

Question prompt: How should you respond?#1 Take over the task for Doug.#2 Note down the issues Doug is having and provide procedures on how to locate data to determine whether they can be mitigated.


y g

Feedback#1 Incorrect, a single issue like lacking equipment does not necessarily warrant taking the task back.#2 Correct, while one issue may not indicate weakness in Doug’s ability to handle turn‐around‐time statistics, it is worth noting down during your monitoring. Did Doug ask the necessary questions up front?

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Scenario STEP 6

Great! I finally think I have specimen turn‐around time statistics downaround time statistics down.

Question prompt: What should you do next?#1 Thank Doug for his hard work.#2 Delegate more tasks to Doug.


Feedback#1 Correct, Doug deserves recognition for stepping up to the challenge and taking on new tasks.#2 Incorrect, take a moment and thank Doug before thinking of challenging him again.

Maintain or enhance self‐esteem

Summary KEY PRINCIPLES

Maintain or enhance self esteem

Listen and respond with empathy

Ask for help; encourage involvement

Share thoughts, feelings, rationale

d h


Provide support without removing responsibility

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Stress results, not details

Summary TIPS

Help them solve problems themselves

Apply key principles

Establish objectives


Establish objectives

Develop reporting systems

Give strict and realistic deadlines

Summary TIPS

Respect employee potential and limits

Keep a delegation log to monitor progress


Accept only finished work.

Recognize successes!

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You have successful completed the online learning course:

Delegating for Success and AccountabilityCredit is awarded upon successful completion of the post-test.

Congratulations Completion Requirements

Access the post-test by exiting the course and returning to the course content page.

Click the link Post-Test to take the exam. You must score 80% in three attempts for credit to be awarded.

Interested in applying Lab Leadership best practices on the job?

Please download from your Lab Management Tool Kit the performance s pport tools pro ided to help appl


the performance support tools provided to help apply the skills learned in this course.

Please join the lab leadership best practices discussion at the Lab Management University online Leadership Communities of Practice.


Think about it CONCLUSION

Surround yourself with the best people you can find, delegate authority, and don’t interfere as

long as the policy you’ve decided upon islong as the policy you ve decided upon is being carried out.

-Ronald Reagan

Documents

Delegating for Success INTRODUCTION and Accountability · 2013-06-21 · Your Faculty Delegating for Success and Accountability Your Faculty John Baci, MBA, CPM Director of Pathology