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Management Information |
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How to Delegate Effectively
ACCOUNTABILITY: Delegation is not complete unless subordinates are held accountable for their work. They should be accountable to only one person-usually their immediate manager-and must understand what criteria will be used in judging their performance. They must also understand that unless the job is done successfully, they will be replaced. Though ultimate accountability cannot be transferred and does rest with the manager, managers must be willing to support the actions and decisions of those in whom they have placed their trust. They must stand behind the results-whether good or bad. DEFINING OBJECTIVES: Managers should write down all provisions discussed verbally, including the objectives of the assignment, the resources necessary to carry it out, the degree of authority being transferred (including access to funds), time limits involved, and when and how results are to be reported. Managers should also put in writing all expectations, priorities, foreseeable problems, and any other relevant information that can aid the subordinate. This written record not only increases clarity and avoids misunderstandings, but provides a useful record of the delegation. REVIEW RESULTS, NOT METHODS: Once a task is completed, the manager and employee should sit down together and evaluate the results-not the methods. When results do not measure up to expectations, managers must access the consequences. They must determine why the employee failed and then check to see whether he or she misunderstood objectives and standards. Additionally, fault may be determined to lie with a manager who failed to make himself or herself readily available for assistance, a sign of insufficient coaching. Copyright AE Schwartz & Associates All rights reserved. For additional presentation materials and resources: ReadySetPresent and for a Free listing as a Trainer, Consultant, Speaker, Vendor/Organization: TrainingConsortium CEO, A.E. Schwartz & Associates, Boston, MA., a comprehensive organization which offers over 40 skills based management training programs. Mr. Schwartz conducts over 150 programs annually for clients in industry, research, technology, government, Fortune 100/500 companies, and nonprofit organizations worldwide. He is often found at conferences as a key note presenter and/or facilitator. His style is fast-paced, participatory, practical, and humorous. He has authored over 65 books and products, and taught/lectured at over a dozen colleges and universities throughout the United States.
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