Presented by Learning & Development, Human Resources - a Division of Student Life and Administrative Services

“Engaging U”

Supervisory Certificate Program

Delegation

Participant Workbook

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Learning Outcomes

At the end of this session participants will be able to:

• Identify reasons why delegation is essential for managers of high performing teams

• Use the delegation matrix to decide to which members of their teams they can delegate specific tasks

• Decide what types of tasks/projects can or should be delegated

• Outline how they might delegate a task and follow up with an employee

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Delegation: Whose Monkey Is It?

A “monkey” is a task or responsibility, while a “troupe” is defined as a whole load of “monkeys” that we each carry on our backs. “Monkey Management” is about how to get people to carry their own responsibilities well. Based on the Harvard Business Review article you’ve read, what went wrong in the interaction between the employee and the supervisor? Record your thoughts in the space provided.

Delegation:_____________________________________________ _______________________________________________________ _______________________________________________________ Work Assignment: _______________________________________ _______________________________________________________ _______________________________________________________

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Self-Assessment: How Well Do You Delegate?

The checklist below provides a quick way to evaluate your current delegation skills. Respond to each statement by placing a check mark (√) in the “Yes” or “No” column next to each statement. Review your responses in the checklist. Questions that receive a “no” answer may signal areas of growth and development.

Delegation Self-Assessment Yes No

I delegate an appropriate amount of work – neither too much nor too little. I have a good understanding of my direct reports’ capabilities. I match people’s capabilities and career goals with assignments as much as possible. I convey clear goals and expectations of the assignment. I allow people to use their own style of getting their work done. I give my direct reports the appropriate amount of authority for the responsibility assigned. I am available to assist and support people. I effectively monitor progress. I coach people rather than take back a delegated task or responsibility. I provide training, mentoring, and other help. I hold people accountable for achieving their goals. I seek feedback from others on how I can improve my delegation skills.

Delegation self-assessment reproduced from “Successful Manager’s Handbook”, Personnel Decisions International Corporation

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Some Conventional Wisdom about Delegation

Here are some commonly used expressions on delegation:

1. Have you ever heard the expression “If you want something done right, do it yourself?” Do you agree or disagree? Why?

2. “It’s easier to do it myself.” Have you ever said this? Is it true?

3. “My direct reports are stretched too thin already.” Have you ever said this? Is this a good reason not to delegate?

4. “I want to do it myself.” Do you want the satisfaction, kudos, etc. that go along with doing a job yourself? Is this a flawed philosophy? Why or why not?

5. “I’ll just have to do it anyway.” Do you ever feel that your direct reports won’t do a job correctly, and so you decide not to delegate? What are the ramifications of this?

Within your table group, discuss the assigned statement and record any thoughts or ideas in the space provided below.

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Delegation Matrix: The Five Levels of Initiative

In order to determine the people to whom one can delegate, start by reviewing the five levels of initiative within the delegation matrix. This matrix can be used in two ways:

1. A management tool for your personal use. 2. A management tool for the team’s use.

A manager’s role involves helping employees develop. Using the matrix as a way of assessing behavior related to initiative is one way to identify where an employee is currently and where they still have room to grow. The goal is to help employees move below the red line on the matrix to reach levels 3, 4 or even 5.

Notes:

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To Whom to Delegate: Other Considerations

The Delegation Matrix is one of many tools managers can use when deciding to whom to delegate a task. In addition to the matrix, here are some other things managers should consider:

Experience - knowledge or skills to do the work

Motivation - high level of interest or has asked to do something similar

A need to further develop skills in this area

Time to do it

Visibility and importance of work

Amount of interaction with other projects, people, and resources

Complexity of the work

Amount of teaching or coaching time you have available

If you can only provide a minimal amount of support, assign someone who can do the work independently.

Consider motivation as well as experience.

Use a planning meeting to clarify roles and responsibilities, materials, and details.

Beware of over-assigning work to individuals with a proven track record – you may miss opportunities to develop the skills of the rest of your team.

Assign whole jobs if appropriate rather than just bits and pieces. Notes:

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What to Delegate?

In your groups, sort the different tasks or projects into two groups: delegate or don’t delegate. Think about the reasons for your decisions. Why did you place certain tasks into the “delegate” pile while others were placed into the “don’t delegate” pile? In the space below, record some of the reasons for decisions made within your group.

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Personal Project List

Create your own partial “to do” list. In the first column in the worksheet below, list some of the tasks or projects currently on your plate at work. In the second column, identify which tasks you could or should delegate.

Task or Project Delegate / Don’t Delegate

1.

2.

3.

4.

5.

6.

7.

8.

After identifying the tasks to be delegated, start considering to whom these tasks will be delegated.

• Remember, delegation is not only about task assignment / completion, but also about the professional growth and development of the employee.

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How to Delegate: The Art of Delegation

In understanding the art of delegation, managers should focus on three key areas: setting expectations, follow up, and support. Consider the following:

Collaboratively Set Expectations

• Determine level of involvement for both you and the employee

o What level of authority is appropriate?

o Encourage the employee to recommend solutions or options

o Consider the employee’s experience, motivation and initiative

• Involve the employee in defining and clarifying expectations, including:

o Goals and scope of project

o Success criteria

o Completion date

o Specific instructions or guidelines

o Frequency and detail of progress reports

o Inform you of any problems before they mushroom

• Discuss the assignment with the employee and answer any questions

• Ask the employee to describe their assignment in their own words

Follow Up

• Take advantage of natural opportunities to check on progress

• Periodically conduct more formal reviews of plans and progress

• Ask employees to evaluate their progress and performance

• Observe employees in action

• Give timely feedback

• See everything, overlook a lot, and correct what counts

• When an employee gets off target, get his or her viewpoint first, then ask

how he or she plans to correct the problem

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Provide Support

• Walk around and talk with employees

• Ask what you can do to help

• Update your calendar regularly

• If out of the office, set up times to check in

• Plan and facilitate meetings effectively to ensure objectives are met

• Recognize work that is well done

• Encourage employees to critique their own work or ask others for

feedback

Manage Yourself

• Prep, do, review

o Prepare for a delegation conversation, plan how you will follow up,

decide how you can offer support

o Hold the conversation, follow up as planned, provide support as

decided

o What is working? What still needs improvement?

• Keep track of instances of unclear or inadequate direction for future

improvement

• Ask employees about the amount of latitude you give them, including:

o Too much direction?

o Too little support?

o When was it just right?

• Learn the difference between holding people accountable and micro-

managing. Focus on results.

• Periodically evaluate how effectively you are delegating, including:

o What is working well?

o What problems exist?

o What can be done differently in the future?

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The Delegation Conversation: Practice Makes Perfect With a partner, practice your delegation techniques using the project your group most recently discussed. Supervisors: Refer to pages 11 and 12 as a reference when engaging in the “delegation conversation” with your employee. Employees: Use the worksheet below to evaluate how well the supervisor engaged you in the conversation.

Feedback Yes No Comments

Supervisor explained the scope of the assignment and provided clear expectations of your role.

Supervisor clarified the amount of authority to be given in order to complete the assignment.

Supervisor requested a formal project plan for the assignment.

Supervisor gave clear direction on how they wanted to be kept updated on the progress of the assignment

Supervisor offered assistance in helping to achieve desired outcomes.

Debrief:

1. How did the conversation go? ___________________________________

___________________________________________________________

___________________________________________________________

2. What will you pay careful attention to the next time you engage in a

delegation conversation? __________________________________________________________ __________________________________________________________ __________________________________________________________

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Care and Feeding of Monkeys

As a manager/supervisor, there are a few hard and fast rules related to delegation that will allow you to manage your time more effectively and help to keep the “monkey off your back.” 1. Monkeys should be fed or shot. Otherwise, they will starve to death and

the manager will waste time on post-mortems or attempted resurrections.

2. The monkey population should be kept below the maximum number the manager has time to feed. It should take no more than 5-15 minutes to feed a properly maintained monkey.

3. Monkeys should be fed by appointment only. Managers should not have to hunt down starving monkeys and feed them on a “catch-as-catch can” basis.

4. Monkeys should be fed face-to-face or by telephone but never by email.

With email, the next move becomes the manager’s.

5. Every monkey should have an assigned feeding time and degree of initiative. These may be revised but should never become vague or indefinite otherwise they will starve to death or end up on the manager’s back.

And last but not least….

6. Monkey Rules. Establish the ground rule that the employee has the responsibility for execution; that you, the manager, are available as defined; and that monkeys are non-transferable.

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Principles for Effective Delegation

What You Can't Delegate • Your job – therefore, you need a clear definition of your own job • What only you can do What You Should Delegate • What you can't do • What others can do better • What you are training others to do Levels of Initiative - Make it Clear • Do it and don't report back • Do it and let me know what you did • Let me know what you intend to do, and go ahead and do it unless you hear from me • Let me know what you intend to do, but don't go ahead until you hear from me • Investigate all the available alternatives and make a recommendation to me about

what should be done • Give me all the information available and I will make a decision Common Reasons for Failing to Delegate • You believe the person won't be able to handle the assignment • You feel you won't have the time to turn over the work and provide the

necessary training Delegation Reminders • Make sure that the one to whom you are delegating knows they are responsible to

do the job • Make sure your instructions are clear and the task well-defined • Make sure they can do the job • Make sure you have given all the needed authority, as well as the responsibility • Try to put what is wanted in the form of a goal they can own

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Resources

Gebelein, et al. Successful Manager’s Handbook. Personnel Decisions International, 2004. Oncken, Jr, William; Wass, Donald L. Management Time: Who’s Got the Monkey? Harvard Business Review, November-December 1999. Website: www.hbr.org/forum. Selden, Bob. Delegating – A Tool for Managers. National Learning Institute, 2008. Website: www.learn@nationallearning.com.au Who's got the monkey now? Part Two. National Learning Institute, 2008. Website: http://www.nationallearning.com.au/management/whos-got-the-monkey-now-part-two.html. Retrieved on 6/14/2011.

Maginn, Michael D. The Second Skill - Delegation - Not My Monkey. Website: http://ezinearticles.com/?The-Second-Skill---Delegation---Not-My-Monkey&id=4615027 Retrieved on 6/14/2011.

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Upcoming SCP Sessions

As a reminder, here are two upcoming SCP classes scheduled for August and September 2011:

SCP Core Topic: Proactive Performance Management

Wednesday, August 11, 2011

SCP Elective: Crafting a Shared Vision – September 2011

Details on location and time to be announced.