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Delegation &Amp; The Leadership Process

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Autor:  anton  25 November 2010
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This research takes an initial step towards exploring the relationship between delegation, employee development and productivity. Hypotheses will be tested with data from a sample of 300 employees, whom will be surveyed. A t-test of two means and a scatter plot will be used to determine the relationship between the variables. The probability level will also be used to examine the null hypothesis to determine whether or not the null hypothesis should be accepted or rejected. It is expected that the results will indicate that the null hypothesis should be rejected.


The company that the researcher will be studying and presenting this business proposal on behalf of is CCHS. CCHS specializes in creating, customizing and tailoring 24 hour/365-day a year homeowner assistance program for clients in a wide range of industries. They have been in operation since 1986 (20 yrs) and currently has 4000 employees in the South Florida Region; and an extensive network of over 40,000 pre-screened and pre-qualified service providers nationwide, CCHS can assist homeowners with almost any emergency or non-emergency home repair need.

The company is a growth oriented company, and as a result we have, always had a lot of internal promotions; at my location the present manager was promoted from subordinate, to manager. One major issue amongst others that has a risen is the lack of delegation, which is having a negative impact on employee development, motivation and the department overall. Many organizations suffer from a managerial condition known informally as delegation deficiency.

Perhaps nothing is more basic to the work managers than the process of delegation. Indeed, if one can embrace a common definition of management as being the accomplishment of work through others, it is delegation that primarily differentiates managers from those who are not considered managers. It is impractical for the manager/supervisor to handle all of the work of the department directly. In order to meet the organization's goals, focus on objectives, and ensure that all work is accomplished, they must delegate authority. Delegation is one of the most critical elements in the management of nearly all organizations and programs. When delegation is successful all members in the group are involved in activities.

It is the intent of this paper to look at the extent that delegation or the lack of delegation impacts the modern organization I will also examine the key dimensions and behaviors considered to be important elements in effective delegation and the inevitable implications for the delegation process, now and in the foreseeable future

Operational Definition

Delegation can actually have several definitions; however for the purpose of this paper delegation will be defined in the following way; The assignment of one or more meaningful tasks or responsibilities, either operational or managerial in nature, to a subordinate or subordinates. There are three basic steps in this process: (1) the creation of employee responsibility; (2) authority; and (3) accountability. Responsibility is the obligation by the subordinate to the supervisor to carry out assigned duties, as agreed. Authority is delegated by the superior to provide the subordinate with sufficient rights of command to carry out the assigned tasks. Accountability is the requirement for a subordinate to answer to the supervisor for results accomplished in the performance of any assigned duties. Thus, delegation refers to an internal work relationship between a superior and a sub- ordinate, where the superior assigns a specific task or duty of his or her role to the subordinate and holds that individual personally responsible and accountable for results Literature Review According to the author Amy Newman (2004) “plight of a newly promoted manager”. She stated that new managers are typically promoted and put in new roles without the training they need to lead others, and that their transition is particularly difficult when they are promoted to lead a group of their former peers. They want to be liked, so it’s safer for them to continue in their old job than to make tough management decisions. She also stated that “Effective leaders coaches and develops their employees, and as a result employee will be motivated to work harder .and thus enhances production Also according to Stephen Covey (1994) “The Seven Habits of Highly Effective People” suggests two types of delegation; Gopher Delegation and Stewardship Delegation. Gopher Delegation tells employees what to do, how to do it, when it needs to be done, and then sits at their elbow making sure they are doing what you asked. Under this type of delegation, employees' opportunity to develop professionally is limited. However according to (Covey) Stewardship Delegation is focused on development and results, not methods. It allows the other person to choose how to accomplish the assignment and holds him or her responsible for the results, thus motivating and empowering the individual. Stewardship delegation requires trust, and trust is the highest form of human motivation. It brings out the best in people, in other words motivates them admittedly, this involves more time than doing the task yourself, however this is time well invested because the company is not only investing in the growth and development of an employee but also in the itself. In this process, managers are demonstrating their confidence in their staffs, which raises their self-esteem (motivates them) and increases the company’s productivity leverage. Peter Drucker (1984) author and management consultant also states that delegating provides the tools necessary to develop messages that communicate the “what” and the “why” of every delegated task. Focusing on ensuring that the individual understands what is required helps facilitate a successful result – the work is done correctly, and the individual gains the benefits of a new experience and increased confidence and responsibility. (Drucker) also stated that a manager should select capable, willing people to carry out jobs, as capable people will be able to carry out large jobs with no intervention from the supervisor/manager. However inexperienced or unreliable people will need close supervision to get the job done to the correct standard.

Hypothesis There is a relationship between Motivation, employee development and delegation Null Hypothesis There is no relationship between Motivation, Employee development and Delegation


The probability sample used in this study consisted of subordinates, supervisors, managers from different departments of CCHS, in Broward County, during Feb of 2006. Employees range in age from 20 to 58 years, both genders; among job classifications are; Receptionist, Administrative assistant, Accountant, HR Representative, Managers Etc. (In order to ensure validity of the sample we collected the names of all the employees whom wanted to participate and put them in a box, on strips of paper, we then chose every 4th name/paper out of the box). Then total of 350 descriptive surveys were distributed to these employees. Participation in the study was voluntary, participants’ identities were anonymous thus confidentiality of responses was assured.

Of the three hundred and fifty questionnaires only 300 were found acceptable to be used in the analysis. Fifty were rejected due to important missing data such as information or entire sections of the survey that had been left incomplete. From the overall sample, 55% of respondents were female, 45% male participants’ mean age was 29.5 years. The respondents will use likert scale when answering the questions, thus stating agree, disagree or undecided

The questionnaire consists of three parts; Part I will show the profile of the respondent: age, gender, years in the company. Part II of the survey will the employees to state what delegation means to them by reading a statement (and using the likert scale) choosing either agree, undecided or disagree. Part III of the survey will ask the respondent to give their qualified opinion on the whether delegation has been a factor in their motivation. Each respondent will grade each statement using a Likert scale with a four-response scale wherein respondents will be given four response choices to be able to ascertain their perception regarding their personal thoughts on the subject.


The procedure will include the general principles of gathering data and used published sources of statistics; sampling questionnaires and content analysis of documentary and verbal material. The survey will be completed in pencil during office hours. And for safe keeping and additional confidentiality completed surveys will be placed by each employee in a safe deposit box, located at the human resource department of each office.

Data Analysis & Presentation

After the questionnaires are answered, the profile of the respondents will be taken, according to age, gender, status, occupation, years in the company and salary. The data coming from each item mentioned above will be placed in tabular form (using a statistical program) with the indicated percentage as well as the frequency. This would show the range of two descriptive analyses.

From the collected data a t-test would be used to determine the correlation between delegation, employee development and motivation, the t-test will be used to examine hypothesis (null) to determine whether or not the hypothesis should be rejected or accepted. If the results indicate that one office score is significantly higher than the other, then hypothesis will be accepted. If the results indicate something the opposite, then the hypothesis will be rejected.


The foreseen limitations are time factor and the one year limit that the employee had to be in the company before participating in the survey. As a growing company, there were a large number of new arrivals who could not participate. And secondly the survey and research was only conducted in a week.

However in spite of the acknowledged limitations, this study represents

an attempt towards identifying that there is a relationship between delegation and employee development. Conclusion In concluding based on the fact that the p value was greater than .05, the null hypothesis which stated that there was no relationship between delegation, employee development/growth & motivation, was rejected. The t-test & Scatter plot also attest to the fact that when managers delegate important projects/tasks to employees they are enhancing their employees skill set, making them more knowledgeable-thus motivating them, and in return increases productivity. Because of the result of this survey it is recommended that the management at CCHS should delegate more to the subordinates, as effective delegation does benefit the manager, the employee, and the organization; delegation can improve productivity at work by allowing the employees who have direct knowledge of products and services to make decisions and complete tasks. Quality can also improve through enhanced employee motivation; Employees may do a better job because they feel a personal accountability for the outcome, even though responsibility ultimately rests with the individual who made the delegation. Managers who delegate effectively also receive several personal benefits; most importantly, they have more time to do their own jobs when they assign tasks to others. Given the hectic nature of managerial work, time is a precious commodity. Effective delegation frees the manager to focus on managerial tasks such as planning and control. Managers also benefit from the development of subordinates' skills. With a more highly skilled workforce, they have more flexibility in making assignments and are more efficient decision makers. Managers who develop their workforce are also likely to have high personal power with their staff and to be highly valued by their organization.


Kreitner, Robert, and Angelo Knick. Organizational Behavior 6th ed. Boston, MA: McGraw-Hill/Irwin, 2004.

Covey, Stephen The seven habits of highly effective people (1994) p. 295

Roebuck, Chris. Effective Delegation. New York: American Management Association, 1998.

Straub, Joseph T. The Agile Manager's Guide to Delegating Work. Bristol, VT: Velocity Business Publishing, 1998 A new paradigm for learning in organizations

Chalofsky, Neal E. Human Resource Development Quarterly. San Francisco: Fall 1996. Vol. 7, Iss. 3; p. 287 (7 pages Training and Development Journal; Jan 1987; 41, 1; ProQuest Education Journals pg. 65


It is important to support your subordinates when they are having difficulties, but do not do the job for them.

Accept only finished work:

You have delegated a task to take a workload off you. If you accept jobs that are only partially completed, then you will have to invest time in completing them, and your assistant will not get the experience he or she needs in completing projects.


How to delegate

The following points may help you in delegating jobs:

• Deciding what to delegate:

One way of deciding what to delegate is simply to list the things that you do which could be more effectively done by someone either more skilled in a particular area, or less expensive. Alternatively you may decide to use your activity log as the basis of your decision to delegate: this will show you where you are spending large amounts of time on low yield jobs.

• Select capable, willing people to carry out jobs:

How far you can delegate jobs will depend on the ability, experience and reliability of your assistants. Good people will be able to carry out large jobs with no intervention from you. Inexperienced or unreliable people will need close supervision to get a job done to the correct standard. However if you coach, encourage and give practice to them you may improve their ability to carry out larger and larger tasks unsupervised.

• Delegate complete jobs:

It is much more satisfying to work on a single task than on many fragments of the task. If you delegate a complete task to a capable assistant, you are also more likely to receive a more elegant, tightly integrated solution.

• Explain why the job is done, and what results are expected:

When you delegate a job, explain how it fits into the overall picture of what you are trying to achieve. Ensure that you communicate effectively:

o the results that are needed

o the importance of the job

o the constraints within which it should be carried out

o the deadlines for completion

o internal reporting dates when you want information on the progress of the project

• Then let go!

Once you have decided to delegate a task, let your assistant get on with it. Review the project on the agreed reporting dates, but do not constantly look over their shoulders. Recognise that your assistants may know a better way of doing something than you do. Accept that there may be different ways of achieving a particular task, and also that one of the best ways of really learning something is through making mistakes. Always accept mistakes that are not caused by idleness, and that are learned from.


What should not be delegated?

While you should delegate as many tasks as possible that are not cost effective for you to carry out, ensure that you do not delegate the control of your team. Remember that you bear ultimate responsibility for the success or failure of what you are trying to achieve.

Effective delegation involves achieving the correct balance between effective control of work and letting people get on with jobs in their own way.



Delegation is not difficult. Anyone can give an assignment to someone. However, effective delegation (assigning a task to the correct person) is a highly skilled process that requires planning, thought, and managerial skill.

One of the main phobias about delegation is that by giving others authority, a manager loses control. This need not be the case. If you train your staff to apply the same criteria as you would yourself (by example and full explanations) then they will be exercising your control on you behalf. And since they will witness many more situations over which control may be exercised (you can't be in several places at once) then that control is exercised more diversely and more rapidly than you could exercise it by yourself. In engineering terms: if maintaining control is truly your concern, then you should distribute the control mechanisms to enable parallel and autonomous processing.

Sometimes it does seem easier to do it yourself. Delegating responsibilities and projects can take

time and without clear communication, can lead to misunderstandings and negative results. But

delegating does more than just balance the workload – it can help strengthen the bonds of your

team. Delegating demonstrates trust and encourages development. It can make a team member

feel that his or her job is important and essential to the success of the business unit. However, in

order to achieve this result, delegating must be done effectively. Successful delegation requires


For over



The Fine Art of Delegation

Most employees want more responsibility...Here's how to give it to them

Richard C. Rierdan, Ph.D.

Application: Tips for delegating tasks and keeping them delegated including ways to prepare yourself and your subordinates.

Delegation is the process of assigning a project or activity to someone else, and sharing the responsibility for its outcome. The importance of delegation is often understood, but the steps involved in doing it successfully may not be so clear. Delegation allows you to perform your job better. It is the key that allows you to spend more time managing and less time on repetitive, non-essential tasks. Delegation also prepares you to be delegated to…Preparing you for greater responsibility and higher levels of experience.

Further, delegation trains others for the opportunity to move into your job when you are on vacation or for other reasons. Perhaps most importantly, it prepares your possible replacement for the time when you are ready to move up or out for more responsibility. Delegation may be the most important skill a manager can develop.

Preparing for Delegation

There are two sides to the delegation preparation process. First, a manager must be prepared to let go of the need to implement the actual project itself, and second, the subordinate(s) must be prepared to accept it. Let's face it. No one can do your job as well as you can, particularly if he or she is not trained to do so. As a result, you may fail to take the time for developing a strategy to effectively delegate tasks and projects.

Delegation is not simply asking somebody to perform an activity to help you finish your project. Certainly, there are times when you will ask someone else to copy a document or make a telephone call for you, or even perform tasks of a delicate and complicated nature. But true delegation requires that you actually give over the responsibility for the whole task or project, along with the necessary authority to get it done.

Here are a few of the symptoms that may indicate to you the need to sharpen your delegation skills:

No time to plan. First and foremost, planning requires the ability to decide what is important--in other words, the ability to prioritize. The more you have to do, the higher the probability is that you will focus your attention on just putting out the next fire. As a manager you need to create a broader horizon for yourself than that. Delegating can create windows of time that you can use to plan the direction that you and your group are heading.

Not enough time to return telephone calls and e-mail. Somehow, most of us seem to be able to return the messages we want to, or have to. Not responding to others creates a barrier that can inhibit your ability to get recognized or promoted for the good work you do. Try blocking out a period of time on your daily calendar that is exclusively used to return messages.

No time to see people on business matters. Allocate time in your calendar every day for appointments with others. Give somebody else the responsibility for maintaining that block of time for you. That way you can keep it clear from other tasks.

Missing deadlines. This can be dangerous to your organizational future, and in some cases can be a career killer. Unless you are really self-destructive, you'll want to do anything to avoid this. Learning to delegate properly is an easy solution.

Doing the job you got promoted from. Many managers feel that since they were promoted for doing a good job in their previous position, they must continue doing the work for which they were recognized. If you get promoted to a position that oversees what you previously did, your first task is to properly train a replacement. If you don't have a replacement, then you haven't really been promoted. You have simply been given more responsibility.

Working many nights and weekends-no time for yourself. Sometimes it is helpful to look into exactly why you are in this predicament. It is not unheard of for some managers to use their heavy workload as a way to avoid being other places they'd rather not be or to avoid doing things they'd rather not be doing. When that's the case, not delegating may appear be the better solution. But remember, the stressors that build up when using work as an escape hatch can be hazardous to your health! If, after examining the facts, you don't seem to fit into this avoidance category, then delegation is a way to free up your time.

You'll notice that almost all of these symptoms involve time. That is why delegation is so crucial for good management-it creates time for you to do what you are (or should be) getting paid for-managing people. But your willingness to let go of some of the work is only half the story.

Developing Willing Employees

Employees cannot be expected to take responsibility for work they have not been trained to do. An effective manager of people starts out early by selecting people that can be trained to take more responsibility. This training is done by first giving small amounts of responsibility to a worker or a team of workers, monitoring their progress, and making corrections where necessary.

In some situations, reorganizing your group's work assignments may go hand in hand with selecting the proper people with whom to begin the delegation process. First, do a study of the group's workload as a whole. The idea is to find out how work is now allocated and how much time is available to do new, developmental tasks. It's a good idea to involve the group in this process by having them meet together with you to create a work flow diagram, and for each member to assess the time it takes for him or her to do their portion. Letting the group decide how to reallocate work so that the unit can run more efficiently is often a good idea.

Delegate Duties for Training

It has been shown that about 75 percent of employees want more responsibility. It is important, however, that this increased responsibility leads to something positive for them. New assignments, then, should encompass as much skill development as possible. The following are three delegation criteria that could be beneficial for employee development:

1. Delegate assignments that he or she needs to strengthen special weaknesses. Nobody is likely to have just the right mix of skills to do a delegated assignment exactly to your liking. By selecting the proper assignment to delegate, you can help a subordinate correct weaknesses and develop compensatory skills.

2. Delegate a variety of duties to test your employee's versatility and add interest to his or her job. Variety in a job makes it more interesting. Too many details can overburden and kill interest altogether, however, so add spice carefully.

3. Delegate duties that could lead directly to promotion. Everyone performs better when they know that their performance may lead to better things.

Three-Stage Delegating

The usual method of delegating is the sink-or-swim method. "Here's the job. Let's see if you can handle it." Done this way, the odds are you will get a sinker. A better method is to be a coach. Coaches neither run onto the field to take over the job nor do they leave the players to their own devices. They offer expertise, new methods, continual training, support and pep talks. They want everyone to be a winner. Coaches get their satisfaction from putting the team together and standing behind it.

Plan your delegating just as you would any other important training function of the company. Use the act of delegating as a training function, preparing team members to take on added responsibility. When the goals and the ways to reach them have been agreed upon, step aside and wait for the first report. Not everyone is ready to take on a fully delegated task. Classify your people into these three categories and delegate accordingly.

1. Hand Holding. New or untried people in your organization don't want to be thrown to the wolves and you would probably be uncomfortable letting them go unsupervised on a newly delegated task. For a time, until you are both comfortable, be a partner in the task, participating in the decisions, checking along the way. Do this in your best participative style, remembering that the purpose of this relationship is to train members of the group to carry the ball on their own.

2. Consulting. When you and they both feel ready, let them go off on their own. Let them feel free to come to you whenever they want help and information. Use your best coaching techniques, but remain outside the project, only responding when called upon. This gives your people the feeling of being supported without constricting their style.

3. Hands Off. This is for employees who feel confident in their abilities and whom your really trust to do the job right. Delegate the total project and step aside. This is your chance to get back to more creative work. Wait for results.

Last, and by no means least, praise people for doing a good job! Whenever you can, find a reason to be supportive and do it in a clear way. Telling employees they are doing a job well is one of the most important things you can do. Many managers find this difficult; others forget to do it. The most common complaint from employees is, "My boss doesn't acknowledge when I do a good job." Nothing gets results faster than honest praise. Practice it regularly.

Keep The Assignment Delegated!

One of the most common reasons for the delegation process to fail is that the manager takes the work back! This must be avoided. Once you take back a delegated assignment, it increases the odds that other delegated work will end up back on your desk. Here are some of the reasons managers take back delegated work. Many of these can be avoided with proper preparation.

The scope of the project was not properly outlined. Don't hand off an assignment until you are sure that every question the employee has been answered. The better you planned and prepared your briefing, of course, the fewer but more precise questions you will get.

The employee loses confidence in his or her ability to do the assignment. Remember, it is your job to be supportive and available if you want delegation to work. This may be the case if this is the first time that your delegatee has been asked to take responsibility and work independently. Handholding is critical here. Sincere praise can work wonders in these situations as well.

The manager didn't really delegate the project. You must be sure that your subordinate takes ownership of this project. Encourage them to search for solutions to the problems that inevitably come up, and be available to answer questions. They should be aware that the responsibility for the assignment's completion belongs to them.

The assignment went to the wrong person. Occasionally you can make a mistake in matching people to projects. Rather than taking it back, assign it to somebody else and prepare another more suitable assignment for the person for whom it was a mismatch. If you have prepared well, this will rarely happen.

The Last Step

The process of delegation accomplishes two tasks that are essential to becoming a better manager. The first is that it gets your desk clear for you to perform more managerial and fewer clerical or routine tasks. Second, it creates an opportunity for you to interact with your employees on a less structured and routine basis, opening the door for more motivational interactions and training. Needless to say, there is no effective delegation without proper follow-up. You will need to evaluate the improvement in your delegation skills on an ongoing basis.

It may take awhile for your employees to get used to this new way of doing things, so you may be more involved as you get things off the ground. But be patient; you'll be astonished at how quickly employees catch on to a new assignment if you have prepared them for it, and how much more pleasurable your own job becomes when you do.


The Art of Effective Delegation

By Steve L. Wintner, AIA

"It's a lot easier and faster if I just do it myself." I'm sure you have all said this at least once in your career. I know I have, and this approach is OK if you are willing to accept that it will severely limit your productivity. It will also keep you engaged in myriad low-priority, nonenergized activities. On the other hand, you can choose to learn how to effectively delegate to others and exponentially expand your productivity and effectiveness.

Effective delegation is perhaps the single most powerful high-leverage activity in management. It enables you to direct your focus and energy to other high-leverage activities that only you can do. This is the primary goal of anyone who aspires to a management position. Until you master the art of effective delegation, you will be limited to being a single producer.

If you dissect any firm, you will see that those individuals who are in the top management positions are those who rely upon their ability to effectively delegate to others. Large firms, especially in this industry, started as small firms that grew larger over time. Employees can develop professionally if they will take initiative when opportunities are provided, accept responsibility, and be willing to be held accountable for their performance of the assignments delegated to them. This in turn affords the firm the opportunity to grow by expanding the decision-making management capability of its staff.

Stephen Covey, in his book The Seven Habits of Highly Effective People, suggests two types of delegation:

• Gopher Delegation is telling employees what to do, how to do it, when it needs to be done, and then sitting at their elbow and making sure they are doing what you asked. Under this type of delegation, employees' opportunity to develop professionally is limited.

• Stewardship Delegation is focused on results, not methods. It allows the other person to choose how to accomplish the assignment and holds him or her responsible for the results (accountability).

Stewardship delegation requires trust, and trust is the highest form of human motivation. It brings out the best in people. But it takes time and patience. Admittedly, this involves more time than doing the task yourself. This is time well invested because you are investing not only in the growth and development of an employee but also in the firm. In this process, you are demonstrating your confidence in your staff, which raises their self-esteem and increases your productivity leverage. It's a 100 percent win-win proposition for you, for them, and for the firm.

Stewardship delegation involves more than contribution; it requires commitment. Keep in mind the distinction between contribution and commitment. (For example, consider a breakfast of bacon and eggs—the chicken is making a contribution, but the pig has made a total commitment.)

The following are the essential components of an effective delegation process:

1. Identify the appropriate person(s) to whom you will delegate.

2. Clearly communicate (until understood) the full details of the assignment being delegated, the desired results, and any deliverables to be produced.

3. Explain any guidelines or parameters they will need to operate within, including any restrictions or "failure-paths" to keep them out of trouble and to avoid potential problems.

4. Identify all known available resources (including yourself) to assist in successfully completing the assignment.

5. Set up accountability standards of performance that define the consequences for exceptional vs. poor performance.

6. Define the level of initiative and authority appropriate to the delegated assignment.

7. Create a methodology for monitoring progress to ensure that the delegated assignment is on-track and to alert you if it gets off-track.

8. Define a means for measuring the successful completion of the assignment—basically, whether it has met expectations for the desired results.

In short, to enhance your leverage, increase your discretionary time, and provide opportunities for growth and development of your staff, learn to master the above steps to effective delegation and learn to practice to "only do what only you can do."

Steve L. Wintner, AIA, is the founder and principal of Management Consulting Services, a Houston-based firm specializing in professional design firm management. He can be reached at 713-784-0290 or at nwsltr_pm.cfm



We accomplish all that we do through delegation - either to time or to other

people. If we delegate time, we think efficiency. If we delegate to other people,

we think effectiveness. Many people find it hard to delegate to other people

because they feel it takes too much time and effort and they could do a better job

themselves. But effectively delegating to others is perhaps the single most

powerful skill that a leader can possess. Transferring responsibility to other

skilled and trained people enable you to give your energies to other activities.

Delegation means growth, both for individuals and organizations because it helps

others to feel ownership and allows the organization to expand its mission.

Stewardship delegation is focused on results rather than methods. It gives

people a choice of method and makes them responsible for results. It takes

more time at the beginning, but it is time well invested. It involves clear, up-front

understanding and commitment regarding expectations in five areas.

DESIRED RESULTS. Create a clear, mutual understanding of what needs to be

accomplished, focusing on what, not how; results, not methods. Spend time. Be

patient. Visualize the desired result. Have the person see it, describe it, write

out a statement of what the results will look like, and by when they will be


GUIDELINES. Identify the parameters within which the individual should

operate. You wouldn't want a person to think that they had considerable latitude

as long as they accomplish the objectives, only to violate some long-standing

traditional practice or value. That kills the initiative and people begin to say, "Just

tell me what to do, and I'll do it." That is not what you want.

If you know the failure paths of the job, identify them. Be honest and open

-- tell the person where the quicksand is and where the minefields are. You do

not want to reinvent the wheel everyday. Let people learn from your mistakes or

the mistakes of others. Point out the potential failure paths, what not to do, but

do not tell them what to do. Keep the responsibility with them.

RESOURCES. Identify the human, financial, technical, organizational resources

the person can draw on to accomplish the desired results.

ACCOUNTABILITY. Set up the standards of performance that will be used in

evaluating the results and the specific times when reporting and evaluation will

take place.

CONSEQUENCES. Specify what will happen, both good and bad, as a result of

their actions. This could include such things as skills developed, added

responsibility, and program success or failure.

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D:My DocumentsWebsitesleadlibraryresourcesRESOURCESDelegationSTEWARDSHIP DELEGATION.doc

Trust is the highest form of human motivation. It brings out the very best in

people. But it takes time and patience. This form of delegation changes the

nature of the relationship: The steward becomes his/her own boss, governed by

a conscience that contains the commitment to agree upon desired results. But it

also releases his/her creative energies toward doing whatever is necessary in

harmony with correct principles to achieve those desired results.

The principles involved in stewardship delegation are applicable to any person or

situation. With newer, less experienced members or volunteers, you specify

fewer desired results and more guidelines, identify more resources and conduct

more frequent reporting sessions, and apply more immediate consequences.

With more experienced members or volunteers, you have more challenging

desired results, fewer guidelines, less frequent reporting sessions, and less

measurable but more discernible criteria.

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