DELEGATION: Let Go to Get More Done

Robert Roche Managing People

What do you need to know when you’ve deciding what, when, how, and to whom you will delegate? We’ve got your answers.

Delegation can help leaders and managers get more done because it puts the responsibility for non-leadership tasks on other qualified employees so that leaders and managers can focus on strategic thinking and the tasks necessary to improve the organization. Delegation is appropriate when someone else has the expertise for the task, when it’s a development opportunity for someone, when it’s a recurring task, and in several other scenarios discussed in this workshop.

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In this workshop, we explore eleven steps to employ when delegating any task. The first three are:
1. Articulating the outcome
2. Identifying constraints or boundaries
3. Including the designee in the conversation about the work

We also discuss the four components of delegation – level of authority, deadline, checkpoints, and debriefings, and all of the issues that go into deciding when delegation is the appropriate decision for the task.

KEY TAKEAWAYS:

As a result of the Delegation workshop, you
will be able to:

  • Identify when, how, and to whom to delegate any organizational task
  • Break down the components of delegation and decide the appropriate response for a given
    situation (recommend, inform and initiate, act)

AUDIENCE: High and mid-level managers and leaders

When you delegate, you have to define the level of authority you want a particular person to have. Levels of authority include:

  • Inform and initiate – The person will inform you before they take action
  • Recommend – Ask the person for a recommendation on a course of action