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Delegation
- 1. Leadership & Management The Chain of Command and Leadership Triad
- 5. Leadership Triad Responsibility Obligation Accountability Being answerable for actions/failure to take action Authority Control or power to act on responsibilities
- 7. “ Responsibility is a unique concept. It can only reside and inhere in a single individual. You may share it with others, but your portion is not diminished. You may delegate it, but it is still with you. You may disclaim it, but you cannot divest yourself of it. Even if you do not recognize it or admit its presence, you cannot escape it. If responsibility is rightfully yours, no evasion or ignorance or passing the blame can pass the burden to someone else. Unless you can point your finger at the man responsible when something goes wrong, then you have never had anyone really responsible.” – H. G. Rickover
- 10. Men will not long trust leaders who feel themselves beyond accountability for what they do
- 17. Questions?
Notes de l'éditeur
- Vision/Mission = “What” Leadership Triad = “How”; Fulfilling responsibilities through proper use of authority and acceptance of accountability The Chain of Command is the framework for our actions or how we get things done; The Triad are the concepts by which we function within this framework
- Key point : Loyalty is to the “institution” not the person. Bottom line SHOULD BE what’s best for organization and not simply what the boss wants. Q : How well does the Navy do this?
- Commissioning Citation: To all who shall see these presents, greeting: Know ye that, reposing special trust and confidence in the patriotism, valor, fidelity, and abilities of …
- Responsibility is part of the “Psychic Income” offered by the Navy: An intrinsic motivation earned by fulfilling our responsibilities Assumed – through voluntary action Assigned – by an order Conferred – by position / title / rank
- – Without authority you will not succeed in meeting obligation (responsibilities) – Must provide sufficient authority to meet responsibilities – Level of authority depends on subordinates ability
- “ To Err is not only human, it absolves responsibility” not here
- Q : What management function does Delegation fit into?
- Decision Quality – WHY? Enhanced commitment – subordinates have more at stake due to their involvement Time Management – effective delegation allows leader a better chance to meet all obligations and demands; Not doing everything Job enrichment – people feel better when more involved Development of talent – allows people to learn and grow; Provides excellent training opportunities and improves identification of those capable of more
- What to delegate : – Tasks done better by subordinates : – More expertise – Closer to problem – Manager doesn’t have time – Urgent, not high priority – time management; Allows leader to concentrate elsewhere – Tasks relevant – evals, reports, etc help people grow – Tasks not central to leaders role : – Allocate resources – Personnel decisions – Figurehead activities
- TQ’s take : The key to delegating is the ability to set up checks and balances based on tasks so that you don’t LOSE control. You give up some control, but success depends on ability to understand what is going on, intercede as necessary and keep task on track Reverse Delegation = reasserting control after delegating
- Most people fail to delegate due to their own insecurity; They fear if they give up control to their subordinates then everything will fail (No trust). They don’t have confidence in their own abilities to manage/control those tasks delegated so they micro-manage or don’t delegate at all. Some actually fear the loss of power