Mueller - The art of delegation, a process and more

Dale Carnegie said, " Delegation is the process of sharing responsibility for results. Leaders determine the ultimate objectives to be met and the resources available, yet they share and collaborate on the plan of action."

Many of us do not even realize that we may not be using our time effectively, that we may be able to delegate work and not take on so much of it ourselves.

Delegation is a process -- repeatable, consistent -- doing the same thing successfully and getting positive results. The process starts with identifying the need. Create a picture of what you want the outcome to be. Clearly define the need in terms that everyone can understand, then select the person.

Effective managers know what job matches the personality, skill level and capabilities of the manager's people. Then plan the delegation. Think what should be accomplished in the scope of this delegation plan. Create that picture.

Determine the reality of the current situation. Where are we today? Leaders make a thorough estimate of the situation both internally and externally to obtain a clear understanding of the factors that may help or hinder our efforts and enable us to set realistic goals.

Define and set the goals. These realistic goals are checkpoints that create mutual expectations that form the basis for the most important management decisions. Leaders know that without goals, people will be "task-oriented" rather than "results-oriented

Next, hold a delegation meeting. In this meeting identify specific results to be achieved, outline the rules and limitations, and review the performance standards. Develop a plan of action that explains the steps that will be taken to accomplish the goal. Plans can then be implemented once everyone understands the total undertaking.

Successful leaders follow-up on previously agreed upon goals or tasks established in the third step of delegation. The delegator should not become too involved in the specific details, but concentrate on those factors that are critical to the success of the project so that corrective action can be taken. Then the key result is achieved.

A positive follow-up process should include discussion of the predetermined, desired results of the follow-up. Predetermined and communicated performance standards are necessary. It is important to identify the indicators that connect to the performance standards. We must be flexible to change due to current information

We can set the tone for establishing accountability by our past actions, and verbally by using phrasing like: " I know you can do É" or "I'm counting on you to É" and "I gave it to you because É" With carefully chosen phrasing, it is clear that the accountability is being shifted to the person who is delegated the project.

It takes a certain level of confidence in others for us to be good delegators. By following a plan, and holding those to whom we delegate accountable, we can use our time and resources in a most effective way. Delegation is an ongoing process. If we are to attract and retain good people, we must give them added responsibilities and support their work.

Sharon Mueller is the regional manager for Dale Carnegie Training. Dale Carnegie Training recently partnered with Metro Business College in Cape Girardeau. To find out more about this partnership and course offerings, call Mueller at 332-0900 or email at smueller@carnegiestl.com.