Welcome and Introductions

• Course objectives

What is Delegation?

• Definition of delegation.
• Why managers don't delegate.

Why Delegate?

• Participants will explore delegation challenges, the advantages and disadvantages of delegating, and how their work life could improve if they leverage delegation correctly.
• To generate buy-in and highlight the importance of dividing work, group members will work in teams in a paired exercise and group discussion.

The Effects and Benefits of Good Delegation

• Benefits of effective delegation.
• Managers past experiences of delegation.
• Key principles for effective delegation.
• Group exercise with presentation, group discussion and review.

The Role of the Manager

• Management and the delegation process
• Planning
• Organizing
• Motivating
• Controlling
• Getting work done in organizations
• Technical, human, and conceptual skills
• What can delegating do for me?
• Case Study: The Do-It-Yourself Manager
• Case Study: The Hands-Off Supervisor

Analyzing Personal Delegation Skills

• How well do I delegate?
• Am I employing the right people?
• Developing employees to handle complex tasks
• Symptoms of poor delegation
• Common barriers to delegation
• Removing obstacles to delegation
• Dispelling leadership fears and fallacies
• Case Study: Letting False Obstacles Get in the Way

A Model Approach: Learning the Steps in Delegation

• This part of the workshop examines the delegation process. Working in teams, participants will draw on their existing knowledge of delegation and construct a model.
• Next, the groups will share their models and compare them with well-known delegation frameworks.
• This activity will provide us with an opportunity to discuss the process of delegating and the importance of a methodical and consistent approach to delegation.

Who Is the Right Person for the Task and how do you Ignite their Passion?

• Not all people are suited for all tasks: ?Good? delegation is being reliable at matching people with tasks.
• Participants will explore tools for determining who should do what.
• Discussion: the importance of getting buy-in from others and how to do it.
• Motivate?motivate?motivate?a how-to on motivation.
• Multi-step checklist to ensure participants cover all the bases when delegating.

Preparing to Delegate

• Analyzing your job
• Deciding what to delegate
• Identifying core team skills using Team Skills Matrix
• Identifying tasks for delegation
• Targeting areas of delegation
• Planning the delegation
• Selecting the right person
• Criteria to consider
• Delegating to develop employees
• Individual exercises, group review
• Case Study: Different Plans for Different Employees

How to Delegate Effectively

• An exercise in how not to delegate
• What we can learn from this exercise
• The art of delegation - six steps to effective delegation
• Delegation preparation checklist
• Assigning tasks for delegation
• Facilitator demonstration and whole group exercise, individual exercise with group learning review

A Measure of Authority: How Do You Avoid Hot Water?

• The four levels of authority that can be assigned when delegating and when each is appropriate.
• Participants will learn how to give better instructions, and they will practice giving direction.

Carrying Out the Delegation: Communicating delegated tasks

• Communicating the delegation
• Delegation communication checklist
• Conveying delegated task to team member
• Review of checklist and short practice sessions in pairs with learning review
• Getting the results you expect
• Six levels of authority
• Teaching problem-solving techniques
• Following through
• Solving delegation problems
• Delegator's troubleshooting guide

Asking Not Telling: The Value of Questions

• Questions can spark curiosity, ignite creativity, and generate a sense of project or task ownership.
• Participants will explore the value of questions in the delegation process and role play several delegation scenarios.
• The value of questions when delegating to different types of people: the shining star, the apprentice, the reluctant employee, and others.

Recording and Prioritizing Delegated Tasks

• Recording and prioritizing long and short-term goals and tasks
• Completing action plans for delegated tasks
• Presentation using example templates, individual exercise and group review

Monitoring Progress of Delegation and Providing Feedback

• A major part of the process ? monitoring.
• Monitoring progress to ensure success.
• What happens when people aren?t recognized for doing a good job or coached when they get stuck on completing some aspect of a task.
• How do you motivate when someone loses interest in taking on more tasks?
• The importance of following up and tips and tricks for monitoring tasks without turning into a micromanager.
• Asking questions to review progress
• Reviewing performance
• Giving feedback and recognition
• Instructor demonstration of techniques, practice sessions and group review

Using Delegation for Managing Change

• Change requires smooth transitions
• Understanding resistance to change
• Adjusting your approach
• Focusing employee efforts
• Making employee commitment possible
• Ten traps to avoid
• A delegation checklist

Conclusion of Workshop

• Applying the learning
• Developing a Personal Action Plan
• Reviewing the learning and next steps
• Course feedback