The power of delegation

The Power of Delegation
Connect: skgupta1408@gmail.com SSaannjjaayy GGuuppttaa

How to get others to do
your work, so you can
get on to what you’re
really supposed to be
doing….

Delegation
“The act of delegating, or investing with authority to act
for another” (dictionary.com)
“The distribution of responsibility and authority to others
while holding them accountable for their performance” (
lawsoncg.com)
“Delegation is giving others the authority to act on your
behalf accompanied with responsibility and
accountability for results”

So, is this effective delegation….

Why Delegate…your TIME is the most
important resource
• Provides more time to focus on the “important”
• Reduces your workload and stress level
• More time to plan for better projects
• More time for productive work – better results
• More time to generate work/ business/ processes
• Helps avoid the firefighting situation
• You can accomplish a lot more with effective
delegation

Why Delegate….team members are
important
• Builds trust & understanding among team members
• Broadens opportunities for other team members
• Empowers others to contribute & make good decisions
• To allow everyone to feel a part of the effort and the
success
• Group members feel more committed
if they have a role and feel needed

Why delegate…avoiding dependency
• To use skills and resources already within the group
• To keep from burning out a few leaders
• To develop new leaders and build new skills within
the group
• To prevent the group from getting too
dependent on one or two leaders
• To get things done in a timely manner

Consequences of NOT/poor delegating
• Poor productivity
• Work stress resulting in further loss of efficiency
• Time shortage for doing the important things
• No time for planning/ business growth/ skill
enhancement
• No new learning/ development
resulting in organizational stagnancy
• Manager/ leaders become tired out

Consequences of NOT/poor delegating
• Information/ decision-making not shared by group
• When leaders leave groups, no one has experience
to carry on
• Group morale becomes low and people become
frustrated and feel powerless
• The skills and knowledge of the group/organization
are concentrated in a few people
• New members don’t find any ways to contribute to
the work of the group

Needs in Delegation
TRUST You must believe in the people you
delegate to
HONESTY You must be honest with them in what
your expectations are
COMMUNICATION You must clearly articulate what needs to
be done

Delegation – Important Aspects
• What tasks am I currently responsible for?
• What tasks should I delegate? (see below to assess)
• Who is the most effective person to get this task done?
• What expectations will I have for the completion of this task?
• How will I know when the job is completed correctly? How will I evaluate
this person
• What tasks am I currently responsible for?
• What tasks should I delegate? (see below to assess)
• Who is the most effective person to get this task done?
• What expectations will I have for the completion of this task?
• How will I know when the job is completed correctly? How will I evaluate
this person
• How will I select to whom I will delegate?
• How will I inform my expectations of the project to this person?
• Follow up with the individual and ask them to coordinate the task/project.
• How will I select to whom I will delegate?
• How will I inform my expectations of the project to this person?
• Follow up with the individual and ask them to coordinate the task/project.

• Make yourself available should the person have questions.
• Strengthen the lines of communication by reminding your peers that they
can come to you with any questions you may have.
• If you do not have the answers to their questions, be sure to make your
members aware of other people they can contact for
• Make yourself available should the person have questions.
• Strengthen the lines of communication by reminding your peers that they
can come to you with any questions you may have.
• If you do not have the answers to their questions, be sure to make your
members aware of other people they can contact for
• Follow through with your expectations.
• Praise when a job is well-done. Address mistakes in a proactive manner
using constructive criticism.
• Evaluate the process. Did the job get done? What can we do better in the
future?
• Follow through with your expectations.
• Praise when a job is well-done. Address mistakes in a proactive manner
using constructive criticism.
• Evaluate the process. Did the job get done? What can we do better in the
future?

The most difficult part of the four-step process is
assessing the current situation. Too often, managers/
leaders are reluctant to delegate work to other people,
for fear that things won't get done the right way.
As a manager/leader, you must keep in mind that
sometimes you will have to sacrifice your ideas when
others are delegated projects. As long as the quality of
work is acceptable, try to avoid being critical of others.

When do you delegate
• When somebody else is trained more than you in a particular
area (typing etc.)
• When you don't have the time to handle your other
responsibilities effectively
• When planning takes more time than implementing
• When an individual has approached you with willingness to
help out on a specific project
• When someone can develop themselves by taking on a
challenging task

Your delegation skills need improvement
if….
• You are regularly putting in extra hours on tasks
“only you can do”
• You are not confident of your direct reports’
decisions and rework their assigned tasks
• You intervene in projects assigned to others
• Group morale is low and turnover is high
• Your inbox is always filled to capacity

Roadblocks to delegation
• I can do it better myself/ nobody can do it as good as I can
• I can’t trust my peer/colleague/subordinate
• I don’t have time to involve others/ it takes too much time
• I can’t delegate something I don’t know how to do myself
• I can’t bring myself to delegating busy work
• I can’t delegate to my friends
• Everyone is already busy/ nobody else has any time either

Steps in Delegation
I Introduce the task
D Demonstrate clearly what needs to be done
E Ensure understanding
A Allocate authority, information & resources
L Let go
S Support and monitor

Introduce the Task
• Determine task to be delegated
• Determine tasks to retain
• Select delegate
SStteepp 11

Introduce the Task
• Determine task to be
delegated
• Determine tasks to
retain
• Select delegate
SStteepp 11
• Those tasks you completed
prior to assuming new role
• Those tasks your delegates
have more experience with
• Routine activities
• Those things not in your core
competency
• Those tasks you completed
prior to assuming new role
• Those tasks your delegates
have more experience with
• Routine activities
• Those things not in your core
competency

Introduce the Task
delegated
retain
• Select delegate
SStteepp 11
• Supervision of subordinates
• Long-term planning
• Tasks only you can do
• Assurance of program compliance
• Dismissal of
volunteers/members/parents, etc.
• Supervision of subordinates
• Long-term planning
• Tasks only you can do
• Assurance of program compliance
• Dismissal of
volunteers/members/parents, etc.

Introduce the Task
delegated
retain
• Select delegate
SStteepp 11
• Look at individual
strengths/weaknesses
• Determine interest areas
• Determine need for development
of delegate
• Look at individual
strengths/weaknesses
• Determine interest areas
• Determine need for development
of delegate

Introduce the Task
Use What-Why Statements:
I want you to do this (WHAT)….. Because (WHY)
you……
SStteepp 11

THINK….Can you
Brainstorm 5 tasks you are currently
doing that could be delegated.
Determine who would serve as your
best delegate for each of the tasks.
SStteepp 11

Demonstrate Clearly
• Show examples of previous work
• Explain objectives
• Discuss timetable, set deadlines
SStteepp 22

Ensuring Understanding
• Clear communication
• Ask for clarification
• Secure commitment
• Don’t say no for them
• Collaboratively determine
methods for follow-up
SStteepp 33

Allocate…
authority, information, resources
• Grant authority to determine process,
not desired outcomes
• Provide access to all information sources
• Refer delegate to contact persons or specific
resources that have assisted previously
• Provide appropriate training to
ensure success
SStteepp 44

Let go…
• Communicate delegate’s authority
• Step back, let them work
• Use constrained access
• Don’t allow for reverse delegation
SStteepp 55

Support and Monitor
• Schedule follow-up meetings
• Review progress
• Assist, when requested
• Avoid interference
• Publicly praise progress and completion
• Encourage problem solving
SStteepp 66

Support and Monitor
SStteepp 66
When the assignment is complete:
• Ask the employee how it went.
• Provide positive reinforcement for work done
well.
• Use ongoing coaching or training as necessary.
• Seek employees’ input on their interests for
future projects.

Guidelines for Delegating
• Be clear about what you want done, when it
should be done, and the expected results
• Delegate both tedious and interesting tasks
• Be prepared to do some coaching if needed
• Monitor progress (schedule dates) and
provide feedback
• Keep lines of communication open,
to be available as a resource

Guidelines for Delegating
• Build a shared sense of responsibility among the
team
• Focus on results, not on how tasks should be
accomplished
• Develop trust in less-skilled staff by providing
structured assignments
• Develop strong performers by assigning projects with
high visibility

Assigning the Work
• Match the right person with the task
• Clearly describe the task or project and how it
fits into the big picture
• Identify roles and responsibilities for the work
• Discuss deadlines and resources
• Establish standards of performance and
accountability

Delegation (De)stressors
Loss of control?
If you train your subordinates to apply the same criteria
as you would yourself, then they will be exercising
your control on your behalf.
However, the authority which you hold in the firm, the
level of work you do and the value you add in the
process is always recognized….your controlling
powers actually enhance.

Too much time spent on explaining tasks?
The amount of time spent up front is, in fact, great.
But, continued use of delegation may free you up to
complete more complex tasks and/or
gain you more time for yourself
resulting in better productivity and
more time for yourself

Compromising your own value?
Because the work is delegated to peers/ colleagues,
your value in the firm gets compromised.
By successfully utilizing appropriate delegation, your
value to the group/organization will grow
at a greater rate as you will have more
time to do more things…….

And, finally…..
“The secret of success is not in doing your
own work but in recognizing the right
[person] to do it.” ~Andrew Carnegie

Happy delegating!

Sanjay Gupta
skgupta1408@gmail.com
www.sanjaygupta1408.com
www.sanjaygupta1408.wordpress.com
+91 9810704726

The power of delegation

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