Delegation - cyssprogram.comcyssprogram.com/_docs/online-training/Delegation/Delegation Module.pdfWhat is ‘delegation’? Delegation can be defined as: “…a process through which

Delegation: Using the Time and Talents of Others

Objectives

Following completion of this module, attendees will be able to:

Define the term ‘delegation’

Identify the key steps to positive delegation

Identify common mistakes made when delegating

Increase current knowledge/practice on delegating to volunteers

Identify available resources

What is ‘delegation’?

Delegation can be defined as:

“…a process through which managers and supervisors assign formal authority, responsibility, and accountability for work activities as a means of producing results through people.”

Authority

Responsibility Delegation transfers those qualities from one level to another

Accountability

Source: The Busy Manager’s Guide to Delegation. 2009. American Management Association: New York, NY

Why is Delegating Important?

Delegating is important because it:

Addresses the problem of having too much to do and too little time

Fulfills the goal of helping develop the workplace/program competencies of others

Reveals the capabilities and shortcomings of others


Delegating and the Child and Youth Program

Delegation of tasks is critical to the success of the Child and Youth Program. Things to keep in mind include:

Leads are within their scope of work to appropriately task Coordinators with duties to ensure coverage, customer satisfaction and program continuity

Delegation occurs between Leads/Coordinators and supporting volunteers during events, activities or throughout the planning/implementation process

Delegation of tasks should never be done as a means of being spiteful, calculating or because you just do not want to complete the task

The PM Team delegates taskings (accordingly) based on the needs/expectations of the customer, both at the national and state/territory level

Everyone should be working with a shared vision of providing support to military-connected youth and families, while also meeting customer needs

Why do Some Avoid Delegating?

Common reasons why people avoid delegating are as follows:

I can’t trust anybody to handle this; I’ll look bad if the job isn’t done right

I can do this better than any of my people/team

I don’t have time to explain how to do this job; it’s faster and easier if I do it myself

I’m a doer

I’m responsible for what happens here; I cannot delegate that responsibility

Are any of these excuses holding you back?

Remember: Those in a management/supervisory role…failure to develop those around you may cost you valuable time and energy


Vicious Cycle of Delegation

I don’t have enough time

I’ll delegate some of it

Nobody’s competent or trained

I’ll coach someone

So…

But… So…

But…

You have to invest time in

order to ultimately

save you time in the future…

The AMA (American Management Association) developed a five-step process for successful delegation:

Successful delegation requires a conscious approach and establishing clear communication; it is not something to be approached in a hap-hazard manner

Determine which tasks to delegate

Identify the right person for the job Assign the task

Monitor progress and provide feedback

Evaluate performance

5 Steps of Delegating


Step 1: Determining Which Tasks to Delegate What tasks are you doing now that do not require your unique knowledge, skills or authority?

These now become opportunities for possible delegation

Other things to consider:

Time available (both you and the other person)

Any potential barriers to success (i.e. physical or cognitive limitations, regulations, location, available resources, etc.)

Expectations (i.e. job requirements/assigned duties)

Interests/skill sets of the other person



Shared and Unique Skills

Sometimes looking at shared and unique skills can help identify potential tasks to delegate to others…

Delegatee Delegator

Shared Skills: These are skills/areas of mutual interest and knowledge; allows for quick training and mutual understanding between those involved

Unique Skills: These are skills/areas specific to the individual(s); utilizing these can help broaden and enrich the scope of your program

Step 2: Identify the Right Person for the Job To help better prevent possible disappointing outcomes, you must delegate to a person who demonstrates the following characteristics:

Time Available: There is no point adding more to a person already over-tasked

Interest in the Task: A lack of interest may result in a lack of performance

Capability and Reliability: Proven ability/reliability often yields better results

Closeness to the Program/Issue: Those with proximity are often better equipped to handle the situation

Potential to Benefit from the Task: Use delegation as a means of expanding the capabilities of others



Identify the right person for the job

Step 3: Assign the Task


To effectively pass a task on to someone else, you must ensure that the other person(s) you delegate to:

Knows what you want – the desired outcome

Understands how to do the task

Understands how the task fits into the larger picture

Is given sufficient authority and resources to succeed

Is motivated to do a good job

Formally accepts responsibility

Tip: Those in a supervisory role should take available opportunities to remind those around them of the program’s key goals/mission: communication is key!



Assignment Checklist


When delegating a task, conduct an assignment checklist to better ensure you have addressed the key aspects of delegation:

Big Picture: How does this task contribute to larger goals?

Key Details: What essential details should I be communicating?

Support: What materials/resources do I plan to provide? Will they need?

Authority: How will I make sure the other person has the authority to succeed at the task?

Outcome: What results do I expect the other person to deliver?

Deadlines and Checkpoints: What is my deadline? What are logical points at which I should be checking progress?

Asking yourself these questions prior to delegating a task will help minimize miscommunications, errors and sub-par performance.

Step 4: Monitor Progress and Provide Feedback


Effective feedback in a workplace/program setting has several important characteristics:

It is descriptive, not judgmental: placing judgments or making assumptions can immediately put someone in a defensive mindset

It focuses on modifiable behavior: draw attention only to those things the other person has the ability to change; influence over

It is specific: comments are very defined and avoid generalizations

It is well-timed: feedback is most effective the quicker you provide it after a task has been completed

It works in both directions: feedback is a two-way street; actively listen to what the other person is sharing with you




Off-site Supervision


It is estimated nearly 25% of U.S. workers are not co-located with their direct supervisor(s). This geographic distance has the potential to create challenges, especially when looking at delegation and task completion.

In these situations it is suggested those in a supervisory role place greater interest in results and less concern with how those results were produced.

Attention should be paid to the following:

Quality of deliverables

Progress checkpoints

Ability to meet established deadlines

Step 5: Evaluate Performance


In most cases, what was accomplished is more important than how it was accomplished. Base your evaluation on the following, using observed facts, not hearsay:

Was the task completed in its entirety?

Was the task completed on time?

Does the task meet established quality standards/expectations?

When providing praise, be specific, be timely, be direct and be sincere




Evaluate performance

Addressing People’s Shortcomings


Not every delegated task will be completed perfectly. Use these opportunities to address the individual’s shortcomings or areas for targeted improvement.

The following strategies can often help make this conversation a little less uncomfortable:

Keep it fact-based: stick to observed facts neither party can deny

Focus on the problem, not the person: avoid personal attacks; don’t make assumptions about the other person

Put the problem in a larger context: explain the importance of the task and the ripple-effect a lack of performance caused/will cause

Get the employee talking about the performance problem and its cause: encourage open communication; facilitate self-reflection by the other person

Motivating Others

For some, increased responsibility can be a motivator for performance; others, however, may require additional incentives/gains as a means of increasing their motivation:

Recognition: provide compliments whenever you see someone performing well; provide continual encouragement and support

Empowerment: involve others (when possible) in the decision-making process, especially if it has an impact on their job/duties/role

Ownership: allow the other person to feel he/she has a vested and influential role in the outcome of a project/task


Delegating and Volunteers – Marketing Notes from the Field

How do you market opportunities to your volunteer team?

Email campaigns

JSS

Event Plus

FRSA Team during FRG meetings and events

During CYP events where parents/guardians participate

Newsletters

Facebook, Instagram & Twitter (i.e. social media)

Delegating and Volunteers – Delegated Tasks Notes from the Field

What tasks do you tend to delegate to volunteers (either before, during or after events)?

Prior to any event a volunteer meeting is held where specific tasks are delegated out and explained; a follow-up AAR meeting is held after the event

Volunteers lead activities they have been pre-trained in during events; they assist with clean-up and ensuring parents/guardians complete the sign-in/sign-out rosters

Core volunteer supports only youth council in state; handles all paperwork, assists with mtgs, handles night shift

Core volunteer who markets/promotes the CYP within an assigned region during events

Core group of volunteers handle junior counselor’s summer camp: assist with training plan, implementation, interviewing potential counselors and management of the camp

Delegating and Volunteers – Addt’l Delegated Tasks Notes from the Field

What other volunteer support is provided beyond working directly with youth? How did you go about delegating those tasks?

We have volunteers who belong to other groups/community partners and they help promote/market our program

We have a few volunteers who help with general office tasks in preparation for events; help pack-up/unpack materials and supplies

During big events (like a camp) we have a volunteer or two who run our operations station, serve as the main POCs if people call, relay messages, greet guests, etc.

We have a volunteer who creates all of our marketing flyers, brochures, logos, etc.

We send out a questionnaire which asks about personal interests, unique skills/talents and then try to match volunteers up accordingly

Delegating and Volunteers – On-going Support Notes from the Field

What support do you provide to volunteers after they have been delegated a task/duty?

We always ensure we are available for volunteers via face-to-face, phone or email, especially if they have questions or concerns

If we are unable to be at an event, we ensure volunteers know the FP staff member who will be their POC

We regularly ask volunteers for their feedback and work to incorporate their ideas when/where we can

We ensure all volunteers are aware of our vision and standards of execution so there is no confusion

Host an annual meeting of core volunteers to discuss new ideas, what has worked, areas for improvement, etc.

Delegating and Volunteers – Task Completion Notes from the Field

How do you track volunteer completion/execution of tasks?

Volunteers are asked to track hours through JSS (when that does not happen we enter their hours for them)

We have a database for volunteers and track each event/task

We hold meetings following events and discuss the day, tasks assigned/completed and potential challenges/roadblocks

We track all volunteer hours in-house and then host an annual recognition ceremony in Sept…present certificates for hours/tasks completed

Following each event, we do an AAR where we not only review what went well/improvements for programming… we also look at volunteer performance and reliability

12 Tips to Keep Volunteers Motivated Volunteers are crucial to continued success, keep them motivated by:

Encourage healthy habits

Be respectful

Hold regular meetings/trainings

Be accessible

Establish reliable communication

Be accurate and detailed

Praise and recognize accomplishments/share milestones

Build a supportive community/make it fun

Be flexible

Be understanding

Empower them

Lead by example

Source: http://blogs.volunteermatch.org/engagingvolunteers/2012/07/09/10-tips-for-keeping-your-volunteers-motivated-and-happy/

Volunteer Recognition Ideas Recognizing volunteers for a ‘job well done’ can go a long way in their continued engagement with your program. A few ideas of low/no-cost recognition items include:

Sending cards (thank you, birthday, graduation, etc.)

Writing articles for newspapers, newsletters, other postings

Utilizing a volunteer suggestion box

Developing a “Volunteer of the Month” award

Drawing upon their specific talents (i.e. music, art, sewing, etc.)

Giving them volunteer-specific t-shirts, pins, buttons, etc.

Giving them candy with notes (example: a note telling them they are a lifesaver…and attaching a roll of Lifesaver candy)

Greeting each volunteer with enthusiasm and excitement

Laminate a volunteer ID card and put it on a lanyard for them

Source: https://www.four-h.purdue.edu/downloads/ext_ed/pdf/131and139.pdf

Resources

“Effective Delegation”: http://www.saylor.org/site/wp-content/uploads/2013/02/BUS208-4.3.6-Effective-Delegation-FINAL.pdf

“Successful Delegation”: http://www.mindtools.com/pages/article/newLDR_98.htm

“Top 7 Tips for Effective Delegation”: http://sbinformation.about.com/od/businessmanagemen1/a/Effective-Delegation-Tips.htm

http://www.saylor.org/site/wp-content/uploads/2013/02/BUS208-4.3.6-Effective-Delegation-FINAL.pdf

http://www.saylor.org/site/wp-content/uploads/2013/02/BUS208-4.3.6-Effective-Delegation-FINAL.pdf

http://www.mindtools.com/pages/article/newLDR_98.htm

http://sbinformation.about.com/od/businessmanagemen1/a/Effective-Delegation-Tips.htm

http://sbinformation.about.com/od/businessmanagemen1/a/Effective-Delegation-Tips.htm

As evidence of completion of this course, you will need to complete the short assessment tool provided. To access the assessment, please click on the link below:

Click here to being your assessment: https://www.classmarker.com/online-

test/start/?quiz=j4k54edd691d1a4f

Please Note: Following completion of the assessment, please save/print out the certificate and then scan the document

and email the results to your RAPM. This will serve as your documentation of completion.

https://www.classmarker.com/online-test/start/?quiz=j4k54edd691d1a4f

https://www.classmarker.com/online-test/start/?quiz=j4k54edd691d1a4f

You have now completed the Delegation module as outlined by the national contract. Congratulations!

Documents

Delegation - cyssprogram.comcyssprogram.com/_docs/online-training/Delegation/Delegation Module.pdfWhat is ‘delegation’? Delegation can be defined as: “…a process through which