COMENIUS MULTILATERAL PARTNERSHIP 2013-2015
Training for life: LEADERSHIP INITIATIVE FOR EUROPE
CHAPTER NINE
DELEGATION
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COMENIUS MULTILATERAL PARTNERSHIP 2013-2015
Training for life: LEADERSHIP INITIATIVE FOR EUROPE
CHAPTER NINE
Delegation (or passing down) is the
partnership of authority and not
responsibility to another person
(normally from a manager to a
subordinate) to carry out specific
activities.
It is one of the core concepts
of management leadership. However,
the person who delegated the work
remains accountable for the outcome of
the delegated work. Delegation
empowers a subordinate to make
decisions, i.e. it is a shift of decisionmaking authority from one
organizational level to a lower one.
Delegation, if properly done, is
not abdication.
The opposite of effective delegation
is micromanagement, where a
manager provides too much input,
direction, and review of delegated work. In
general, delegation is good and can save
money and time, help in building skills,
and motivate people. Poor delegation, on
the other hand, might cause frustration
and confusion to all the involved parties.
Some agents however do not favour a
delegation and consider the power of
making a decision rather burdensome.
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COMENIUS MULTILATERAL PARTNERSHIP 2013-2015
Training for life: LEADERSHIP INITIATIVE FOR EUROPE
CHAPTER NINE
Let’s face it, there are only 24 hours in a day and of those
hours, only 4 during which one can really be productive.
Delegation is a must if you want to get ahead and
actually assume the role of managerrather than
coordinator .
Most of us never really learned how to delegate effectively
and thus, we control way too much rather than teaching,
coaching and inspiring others perform at the same level as
we perform each day. There is no magic pill here, just a
simple process to get you started and some best practices
that we picked up along the way.
There are really
only four options:
Don’t do some of
the things
THE SUPERVISOR’S LAMENT:
“I don’t have enough time to
do
Make the day
longer!
everything that needs to be
done!”
Use the time
available more
effectively.
Delegate some of it.
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COMENIUS MULTILATERAL PARTNERSHIP 2013-2015
Training for life: LEADERSHIP INITIATIVE FOR EUROPE
CHAPTER NINE
Clearly the best option above is to delegate some of the tasks.
But how do you delegate effectively?
Let’s explore a few of the barriers to effective delegation first.
BARRIERS TO
DELEGATION:
-I haven’t got the time (It will take longer to explain it than
to do it myself)
-I lack confidence in my staff (They won’t do it properly/on
time - I can do it better myself)
-I’m the supervisor so I’m responsible(People expect me to
know the answers/get the job done)
-I’m afraid (I’ll impose on others - I’ll be disliked/resented They’ll be after my job - I won’t be needed any more)
-I don’t know how to delegate)
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COMENIUS MULTILATERAL PARTNERSHIP 2013-2015
Training for life: LEADERSHIP INITIATIVE FOR EUROPE
CHAPTER NINE
Here’s a little tip:
YOU CAN DELEGATE AUTHORITY BUT
YOU CAN NEVER DELEGATE
RESPONSIBILITY!(Byron Dorgan)
So that we are all on the same page… let’s define the word in a more precise way:
DELEGATION:
“Achieving results, by empowering and motivating others to carry out, to an
agreed level of performance, tasks for which you are ultimately responsible.”
Even at school , delegating can help you to reach
your goal…..a better mark!!!!!
HOW?
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COMENIUS MULTILATERAL PARTNERSHIP 2013-2015
Training for life: LEADERSHIP INITIATIVE FOR EUROPE
CHAPTER NINE
Delegated tasks must be:
• Specific
• Measurable
• Agreed
• Realistic
• Time bound
• Ethical
• Recorded
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COMENIUS MULTILATERAL PARTNERSHIP 2013-2015
Training for life: LEADERSHIP INITIATIVE FOR EUROPE
CHAPTER NINE
DECIDING WHAT TO DELEGATE =
PLANNING:
The Delegation
Process
(Some Key Points in a
bit more detail)
-Examine your own work and decide
what can be delegated.
-Plan to delegate now, do not wait for a
crisis.
-Plan the limits -of the task, resources
and time required.
-Decide on the person.
-Think about what support the person
will need.
FOLLOW UP :
-Carry out the agreed reporting
procedures.
SELLING:
-Encourage and give credit for good
performance.
-Decide how to ‘sell’ it to the person
involved
-Trust them.
-Ensure initial briefing is clear
-Invest time in the briefing
-Check understanding and
-Choose the time and place carefully
IMPLEMENTATION:
-When you spot a problem, or potential
problem, and they do not, ask questions.
PLAN OF ACTION:
When things go wrong, ask
questions. Let them solve the problem
with your support.
-Ask what they plan to do and how they
plan to do it.
-Ask about the timetable and what
control check they will use.
-Do not take the task back, unless the
circumstances are exceptional.
-Agree the reporting back method and the
frequency.
-Remember your responsibilities and use
mistakes to learn and to plan for the
future.
-Inform others what you have delegated
and to whom.-
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COMENIUS MULTILATERAL PARTNERSHIP 2013-2015
Training for life: LEADERSHIP INITIATIVE FOR EUROPE
CHAPTER NINE
McNealy: Hire Great People And Delegate
On the famous American magazine Forbes of 1/26/2009 was an interview with Scott Mc Nealy
The famous American magazine Forbes in the issue of 1/26/2009 published an interview
manager of many important firms. Read first the introduction to it.
with Scott Mc Nealy manager of many important firms who has always believed in
delegating his staff. Read first the introduction to it.
Only a few companies know how to manufacture new CEOs. Scott McNealy Scott McNealy
has done it again and again.
Currently McNealy is chairman of Sun as well as deeply involved with the nonprofit
Curriki.org, which makes grade-school curriculum available for free on the Internet.
His managers by and large admired him–in no small part because he trusted them. “We weren’t
punished for making mistakes. We were encouraged to try bold moves,” recalls Laurie Yoler, an
investment banker at GrowthPoint Technology Partners who worked at Sun in the 1990s. Carol
Bartz, who has just taken on the top job at Yahoo! and Eric Schmidt, chief executive of Google ,
are among the most famous McNealy alumni. Ed Zander, who ran Motorola , served as
McNealy’s number two.
The Interwiew to Mc Nealy has been mixed up, put the paragraph in the right
order and match to each one the following questions made by the interviewer .
1) What was different about how you managed Sun in contrast with other Valley companies?
2) What did that leave for you to do?
3) Is that “consensus” management?
4) How did you pick who to hire?
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COMENIUS MULTILATERAL PARTNERSHIP 2013-2015
Training for life: LEADERSHIP INITIATIVE FOR EUROPE
CHAPTER NINE
A)I spent a lot of time helping and coaching people. When you make a decision, you have to,
first of all, outline the problem. Then you have to consider the alternatives. You then have to
be incredibly participative in the problem definition and problem proposal–get everybody’s
input–and then you have to decide quickly. You can’t just grind it out and think about it and
wait until it becomes explicitly obvious what the answer is. You’ve got to come up with the
answer before the competition does. And so I put a lot of pressure on my managers to be
quick decision makers.
B)My interview process … wasn’t very scientific. Usually by the time they got to me they
were pretty talented people. I would interview the person and–unless it was such a braindead obvious decision–I wouldn’t let the moment get me. I’d let my mind process it while I
was asleep. I’d wake up the next morning, and if I was thinking about the person that next
day at work, I’d hire them. If I went two days, and [someone] came back and said “What
did you think of so-and-so?’ and I said ‘I haven’t thought about ‘em for a nanosecond. I’m
not interested’ [then they weren't hired]. I know that’s a weird way … and I wouldn’t say it
was 100% but whether they were on my mind the next day would have a huge impact on
whether I hired someone or not.
C)I tended to manage by clear delegation. People got to be in charge of things. My decisionmaking process was not to make the decision but to decide who got to decide. And therefore
I’d say, “Alright, Eddie, you’re in charge of this decision. Go off and run a process and come
back to us with your decision.” If you hire really, really great people, they’re going to know
more about the problem they’re dealing with than you will.
D)I call it participative but not consensus. One thing I always told them is: Everybody
shouldn’t necessarily agree with your answer. And nobody should be surprised. I always said,
“I’ll be very upset if you don’t know how people are going to react to your decision.” So that
forces them to go out and talk to a lot of people.
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COMENIUS MULTILATERAL PARTNERSHIP 2013-2015
Training for life: LEADERSHIP INITIATIVE FOR EUROPE
CHAPTER NINE
Some nice videos on delegation
http://www.youtube.com/watch?v=6wSNacZljQ8
http://www.youtube.com/watch?v=cjlvoYPDy74
Let’s Play with the language
Here you have some verbs and nouns connected to
delegation ,form as many meaningful sentences as
possible using them.
NOUNS
VERBS
OBJECT
commissioner
deputy
assignment
member
minister
nominee
senator
agent
ambassador
regent
spokesperson
accredit
allot
name
delegate
choose
command
commission
entrust
delegate
designate
determine
authority
survey
decision
resolution
plan
tasks
law
project
work
draft
responsability
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COMENIUS MULTILATERAL PARTNERSHIP 2013-2015
Training for life: LEADERSHIP INITIATIVE FOR EUROPE
CHAPTER NINE
DELEGATION IN YOUR LIFE
NOW THINK A LITTLE TO YOUR PERSONAL
EXPERIENCES. START FROM YOUR FAMILY AND
REFLECT ON THE DAILY CHORES. HOW ARE THEY
SHARED IN YOUR FAMILY?
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COMENIUS MULTILATERAL PARTNERSHIP 2013-2015
Training for life: LEADERSHIP INITIATIVE FOR EUROPE
CHAPTER NINE
.
MY
BROTHER(s)
AND
SISTER(S) DO
THEM
YES
NO
I ONLY DO
THEM
YES
NO
MY PARENTS
DO ALL OF
THEM
YES
NO
MY MOTHER
DOES MOST
OF THEM
YES
NO
WE SHARE
THEM
YES
NO
DO YOU THINK IT IS RIGHT TO SHARE THEM IN YOUR
FAMILY OR NOT ?WHAT WOULD YOU CHANGE?
DISCUSS THIS POINT WITH YOUR CLASSMATES.
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COMENIUS MULTILATERAL PARTNERSHIP 2013-2015
Training for life: LEADERSHIP INITIATIVE FOR EUROPE
CHAPTER NINE
NOW AT SCHOOL, DO YOU EVER DO GROUP WORK
ASSIGNMENT FOR YOUR TEACHERS?ARE YOU THE
ONE THAT DO THE MOST /THE LEAST OF THE
WORK?IF YES DO YOU THINK IT IS RIGHT? HOW CAN
YOU AVOID THAT?
HAVE YOU EVER BEEN GIVEN AN IMPORTANT TASK
BY YOUR TEACHERS/PARENTS REGARDING THINGS
THEY USUALLY DO? DID YOU FEEL EXCITED OR
ANXIOUS ABOUT THAT ,WHY?
Homework assignments: choose one of the following
1)Make an interview in a factory/enterprise/ shop/
office of your town where there are many
employees to check how their different tasks are
shared.
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COMENIUS MULTILATERAL PARTNERSHIP 2013-2015
Training for life: LEADERSHIP INITIATIVE FOR EUROPE
CHAPTER NINE
2)Draw a map of your country’s school system
describing how the different tasks are performed by
teachers, secretarial employees, headmasters,
technical staff etc.
3)Find some historical famous people that achieved
success thanks to the cooperation with other people
and make them an imaginary interview on this
subject.
And now have fun
with the
delegation poker
game!
Setup of the Game
Participants should be organized in groups of three to seven people. Each participant
gets a set of cards numbered 1 to 7.
Rules of the Game
The participants will (repeatedly) perform the following steps:
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COMENIUS MULTILATERAL PARTNERSHIP 2013-2015
Training for life: LEADERSHIP INITIATIVE FOR EUROPE
CHAPTER NINE
1. One person picks a story (from the pre-defined cases) and reads it
out loud OR he/she tells a story from personal experience of
delegating something to someone.
2. Every player chooses privately one of the 7 cards, which reflects
how they would delegate the decision in that particular case.
3. When all players have decided, they show their selected card.
4. Everyone earn points according to the value of their selected
card, except the players that are the “highest minority” (see below).
5. Let the people with the highest and the lowest cards motivate their
choices.
What is the “highest minority”?
The idea in this game is to incentivize managers to delegate as far as possible,
however without going too far! (I often use the metaphor of driving fast without
exceeding the speed limit.) Therefore, each person earns points according to his card’s
face value. The higher the number on the card the more points the player earns. But…
If the players with the highest card in the group form a minority, we say they went too
far. They exceeded the consensus of the group, and invited chaos. They get no points
at all!
Example 1:
All players select a different card, with 7 (delegate)being the highest.
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COMENIUS MULTILATERAL PARTNERSHIP 2013-2015
Training for life: LEADERSHIP INITIATIVE FOR EUROPE
CHAPTER NINE
Because this highest card is a minority in the group, this person earns no points. The
others earn points as indicated by the value on the card (1, 2, 3 and 4 points
respectively).
Example 2:
Three players select 6 (inquire), one player
chooses 5 (advise) and one player chooses 4 (agree).
The highest card (6) is still a majority in the group, and therefore everyone earns
points. Three players earn 6 points. The others earn 5 and 4 points respectively.
The game is played for approximately half an hour, or until the teams have finished 10
stories each.
Game Variants
Since the first time people played this game, a
number of variants have emerged. In no particular order:
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COMENIUS MULTILATERAL PARTNERSHIP 2013-2015
Training for life: LEADERSHIP INITIATIVE FOR EUROPE

CHAPTER NINE
You can choose to work with or without points. Some groups enjoy
the discussions most, while for others the competition (who is the
most Agile manager?) adds a lot to the fun.

You can suggest that groups play the game again for the same story,
when the difference between the highest and lowest cards is high.

You can let groups focus on pre-defined cases, or focus on people’s
own stories, depending on the type of workshop.

You can use other definitions of “highest minority”. (In example 1,
both cards 4 and 7 can together be considered a minority. While
card 3 is the highest card which is still part of a majority. But it
appears that many people find this confusing.)

You can let groups create an authority board, where they visualize
which decisions they have made together, by consensus.
Don’t forget to fill in the survey at https://www.surveymonkey.com/s/h7psf2f
KEY TO MACNEALY INTERVIEW : 1/C, 2/A , 3/D , 4/B
SOURCES
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http://billzipponbusiness.com
http://googleimages.com
http://careercast.com
http://about.com
http://thesaurus.com/browse/delegate
www.wordshippo.com
http://wikipedia.com
www.Forbes.com
http://www.noop.nl/2011/03/delegation-poker-game
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COMENIUS MULTILATERAL PARTNERSHIP 2013-2015
Training for life: LEADERSHIP INITIATIVE FOR EUROPE
CHAPTER NINE
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