When, What and Why to Delegate When, What and Why to Delegate to Your Employeesto Your Employees

April 13th, 2011April 13th, 2011

Presenter: Andrew SanderbeckPresenter: Andrew Sanderbeck

Waynesville, North CarolinaWaynesville, North Carolina

PCI WebinarsPCI Webinarswww.peopleconnectinstitute.comwww.peopleconnectinstitute.com

Foundation of LearningFoundation of Learning

Share your experiences. They Share your experiences. They provide valuable insight.provide valuable insight.

If you are doing something If you are doing something that gets the results you want, that gets the results you want, keep doing it.keep doing it.

Take the information you Take the information you learn here and put it into your learn here and put it into your own styleown style..

Goals and ObjectivesGoals and Objectives

Are You Delegating Enough?Are You Delegating Enough? Why People Choose Not to DelegateWhy People Choose Not to Delegate What You Can and Can’t DelegateWhat You Can and Can’t Delegate Who Should You Delegate To?Who Should You Delegate To? Preparing for Your DelegationPreparing for Your Delegation Communication – Before/DuringCommunication – Before/During Assessing the Results of the DelegationAssessing the Results of the Delegation Demonstrating AppreciationDemonstrating Appreciation

Polling Question #1Polling Question #1

I am expected to delegate work to I am expected to delegate work to others in my libraryothers in my library

TrueTrue

FalseFalse

Are You Delegating Enough?Are You Delegating Enough?

Delegation is the administrative technique in Delegation is the administrative technique in which supervisors give their employees the which supervisors give their employees the authority to accomplish an assigned task. To authority to accomplish an assigned task. To determine if you are delegating enough determine if you are delegating enough work, ask yourself this question: "Could the work, ask yourself this question: "Could the library get along without me if I had to be library get along without me if I had to be away for three months?" If you answered away for three months?" If you answered yes, then you are doing a good job yes, then you are doing a good job delegating. delegating.

Delegation Quiz – Yes/NoDelegation Quiz – Yes/No

1. Do you work extended hours trying to catch up? 2. When you delegate an activity, do you merely say "Do it?" 3. Do you take work home evenings and weekends? 4. Do you postpone long-range projects? 5. Do you lack confidence in your subordinates' abilities? 

Delegation Quiz – Yes/NoDelegation Quiz – Yes/No

6. Is the work on your staff below your 6. Is the work on your staff below your expectations? expectations? 

7. Does your staff have low morale? 7. Does your staff have low morale? 

8. Are all decisions deferred to you 8. Are all decisions deferred to you from your staff? from your staff? 

9. Has your staff stopped presenting 9. Has your staff stopped presenting their ideas to you? their ideas to you? 

10. Do operations slow down when 10. Do operations slow down when you're away? you're away? 

Why People Choose Not to Why People Choose Not to DelegateDelegate

Why People Choose Not to Why People Choose Not to DelegateDelegate

•Impatience; it takes longer to explain it others than to do it themselves•Think a project can't be done properly unless they do it•Prior bad experiences•Guilt and social conditioning•Obsessed with perfection from setting standards that are too high•Lack of confidence in staff•Insecurity; fear of not getting credit for a job well done; staff may appear to know more

Polling Question #2Polling Question #2

I understand that delegating can be I understand that delegating can be beneficial for both the supervisor and beneficial for both the supervisor and the employeethe employee

YesYes

NoNo

What Can You Delegate?What Can You Delegate?

What Not to DelegateWhat Not to Delegate Activities with poorly defined objectivesActivities with poorly defined objectives Managerial functions such as team-Managerial functions such as team-

building, budget approval or employee building, budget approval or employee developmentdevelopment

Decision-making involving objectives of Decision-making involving objectives of the library or departmentthe library or department

Decision-making involving Decision-making involving interdepartmental or library-wide interdepartmental or library-wide relationshipsrelationships

What Not to DelegateWhat Not to Delegate

•Tasks that deal with confidential information•Performance evaluations•Resolution of staff disputes•Personnel matters•Disciplining, praising or thanking employees

Who Should You Delegate To?Who Should You Delegate To?

Oh NO!!! – Theory!Oh NO!!! – Theory!

Teacher Expectations, Student Achievement. Teacher Expectations, Student Achievement. The concept is simple. If a teacher enters a The concept is simple. If a teacher enters a school year knowing ahead of time that one school year knowing ahead of time that one of his students misbehaves and is lagging of his students misbehaves and is lagging behind his classmates academically, the behind his classmates academically, the teacher will expect poor performance from teacher will expect poor performance from that student. that student.

Oh NO!!! – Theory!Oh NO!!! – Theory!

This same concept can be applied to This same concept can be applied to delegation as Employer's delegation as Employer's Expectations, Employee's Expectations, Employee's Achievement (EEEA). By using this Achievement (EEEA). By using this line of reasoning, employees will rise line of reasoning, employees will rise to your level of expectation for them.to your level of expectation for them.

Prepare for DelegatingPrepare for Delegating ObjectivesObjectives Background informationBackground information

• The employee's level of authority - Should The employee's level of authority - Should the employee attain approval at various the employee attain approval at various stages in the project?stages in the project?

Should the employee be able to act Should the employee be able to act independently but be required to up-date independently but be required to up-date you at specified time intervals? you at specified time intervals?

Resources availableResources available CommunicationCommunication TrainingTraining

Communicate with Designated Communicate with Designated Employee Through a MeetingEmployee Through a Meeting

Some key things to consider when Some key things to consider when communicating the project are:communicating the project are:

Demonstrate enthusiasm and confidenceDemonstrate enthusiasm and confidence Be specific in directionsBe specific in directions Avoid giving too many unnecessary detailsAvoid giving too many unnecessary details Don't assign a new project at the end of a Don't assign a new project at the end of a

workdayworkday Don't give too many directions at one timeDon't give too many directions at one time

   

PROJECT WORKSHEETPROJECT WORKSHEET

Meet and Communicate Meet and Communicate RegularlyRegularly

When appropriate, schedule regular When appropriate, schedule regular meetings with your employee to discuss meetings with your employee to discuss the assignment or task. You must take the assignment or task. You must take the time to meet with staff and assess the time to meet with staff and assess the status of the project. With less the status of the project. With less experienced staff, it is critical to experienced staff, it is critical to schedule deadlines.schedule deadlines.

Assess the Results and the Assess the Results and the Employee's Performance Employee's Performance

The final outcome:The final outcome:

• Is it of high quality?Is it of high quality?• What would you change if you What would you change if you

completed the project again?completed the project again?• What were the most successful What were the most successful

elements of the project?elements of the project?

Assess the Results and the Assess the Results and the Employee's Performance Employee's Performance

Their performance in handling the Their performance in handling the project:project:

• Was the assignment too easy? Too Was the assignment too easy? Too difficult?difficult?

• What will the employee do differently What will the employee do differently next time?next time?

Assess the Results and the Assess the Results and the Employee's Performance Employee's Performance

The support, feedback and direction The support, feedback and direction received from the supervisor:received from the supervisor:

• Did the employee receive adequate Did the employee receive adequate support?support?

• Feedback?Feedback?• Direction?Direction?

Assess the Results and the Assess the Results and the Employee's Performance Employee's Performance

Resources:Resources:

• Did you have adequate time?Did you have adequate time?• Support from other staff?Support from other staff?• Were the materials adequate?Were the materials adequate?

Demonstrate AppreciationDemonstrate Appreciation

Polling Question #3Polling Question #3

I learned at least one thing today that I I learned at least one thing today that I can immediately apply in my can immediately apply in my delegations!delegations!

YesYes

NoNo

Thanks for AttendingThanks for Attending

Decision Making Series #2: Developing Decision Making Series #2: Developing Options for Making the Best DecisionsOptions for Making the Best Decisions

Thursday, April 20th at 1:00 pmThursday, April 20th at 1:00 pm