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Delegation Setting the foundation of what is expected

Delegation Setting the Foundation - Create-Learning Team Building and Leadership

Delegation – Are you scared?

The term that can create shivers and fear…

Often delegation is a horrendous hand-off of work to another person and then the manager feels like something was accomplished. BUT the person delegated too feels used and confused.

If follow-up occurs it is haphazard, reactionary and punitive. Forcing the manager and employee into a “Gotchya!” scenario, where each is to blame for the poor outcome.

When delegation is used for good it is a powerful system for performance & growth.

A well delegated task assignment / goal should create leverage of work and output greater than 1 to 1…when used for a development tool a manager can use delegation to create a 10 to 1 even a 1000 to 1 shift in output and completion of work on-time, within budget and quality specifications. This is how large scale organizational work gets done, through well organized and planned delegation of tasks that are properly matched to the level-of-work of the person being delegated too.

Delegation Solution - Setting the foundation of what’s expected

Respond to the questions below thinking about the task to be delegated.

  • What do you expect the person to do?
  • Is that realistic based upon their abilities, time and knowledge?
  • You have defined the delegated expectation, how will you know that they are completing it within the expected QQTR goals?
  • On a scale of 0 – 10 with 10 being absolute and 0 being the opposite what is your current level of confidence that the delegated task can be completed? What would a 9 look like on that scale?
  • What can you / have you already done to ensure that the person is going to be successful in completing the task?
  • If you woke up tomorrow morning and they magically were done with the task you delegated, what would be the 1st concrete / tangible sign that you would notice to have you realize that the task is done without them telling you?
  • Knowing this persons work, when have they completed similar tasks and had success? When else? When else? How did you know?
  • Based upon your responses to these questions, what is the best path for you to take in delegating the tasks to this person?
  • When can you go-and-see how they are progressing?

When you have set the foundation and are sure that the delegation is appropriate and you are able to see how this delegation assignment is meant to increase managerial-leadership leverage AND develop the person WHILE freeing up time for the discretionary areas of judgment…then effective delegation happens.

 

What do you think?

In what ways can you use the delegation foundation questions to define the delegated task assignment? What have you done that is effective with delegation?

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2 thoughts on “Delegation Setting the foundation of what is expected

  1. One of the secrets of a successful delegation is to first identify the type of job you are delegating. Is it something that other can do or is it critical that it only you who could do it? If it is more of the first criterion, then you can delegate the task, but give it to someone whom you know have the skills and capabilities to deliver the expected results. Another tip on successful delegation is whether these tasks is recurring, and if yes and will it benefit the person in terms or growth and skills enhancement? Recurring task usually those that require repetitive tasks to develop the skills can be delgated, because it’s the only way to learn. The leader then can now focus on other matters of importance like strategic planning and decision making.

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