The Importance of Delegation

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Melina Perry
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1 The Imprtance f Delegatin One f the mst imprtant lessns a student leader can learn is that the wrd leader des nt mean yu d everything. Cmmunicating yur visin t thers and empwering ther club fficers and members t take an active rle within the rganizatin is imprtant. Empwerment can nly cme if yu effectively delegate prjects and respnsibilities t thers. When delegating make sure the persn yu are giving respnsibility t knws exactly what is expected and has the interests and skills t successfully cmplete the task. Delegatin is giving thers the authrity t act n yur behalf, accmpanied with respnsibility and accuntability fr results. Three basic but majr skills needed t be an effective delegatr are: 1. Trust Yu must believe in the peple yu delegate t. 2. Hnesty - Yu must be hnest with them in what yur expectatins are. 3. Cmmunicatin Yu must clearly articulate what yu need dne. These skills are nt easy but they can be develped. As yu learn t trust thers, t be hnest with them and yurself, and t cmmunicate yur needs, yu can mve n t the actual prcess f delegating prjects and tasks t yur peers. This prcess invlves assessing, assigning, availing and affirming. As yu g thrugh the prcess, there are six steps yu can fllw t be successful. There als a few radblcks t delegatin and sme reasns why peple resist being delegated t. Once yu learn t recgnize the radblcks in yurself and in thers, yu can start develping int an expert delegatr.

2 4 Parts f Delegating There are fur areas t delegating. These areas are listed belw with sme questins yu shuld ask yurself befre delegating. The mre rganized yu are when delegating a task t smene, the higher the likelihd f that persn carrying ut what yu want successfully. Assess What tasks am I currently respnsible fr? What tasks shuld I delegate? (see belw t assess) Wh is the mst effective persn t get this task dne? What expectatins will I have fr the cmpletin f this task? Hw will I knw when the jb is cmpleted crrectly? Hw will I evaluate this persn? Assign Hw will I select t whm I will delegate? Hw will I infrm my expectatins f the prject t this persn? Fllw up with the individual and ask them t crdinate the task/prject. Here are sme suggestins n hw t delegate wrk Take a shw f hands Ask fr vlunteers Pass arund a sign-up list Appint smene Assign a task t a cmmittee Availability Make yurself available shuld the persn have questins. Strengthen the lines f cmmunicatin by reminding yur peers that they can cme t yu with any questins yu may have. If yu d nt have the answers t their questins, be sure t make yur members aware f ther peple they can cntact fr assistance (e.g. club advisr, Student Organizatins ffice, etc.).

3 Affirm Fllw thrugh with yur expectatins. Praise when a jb is well-dne. Address mistakes in a practive manner using cnstructive criticism. Evaluate the prcess. Did the jb get dne? What can we d better in the future? The mst difficult part f the fur-step prcess is assessing the current situatin. T ften, leaders are reluctant t turn ver decisin-making skills t ther peple, fr fear that things wn't get dne the right way. As a leader, yu must keep in mind that smetimes yu will have t sacrifice yur ideas when thers are delegated prjects. As lng as the quality f wrk is acceptable, try t avid being critical f thers. In rder t better assess yur current situatin, here are sme typical examples f when yu shuld delegate a task: 1. When smebdy else has mre skills than yu in a particular area. 2. When an individual has apprached yu with willingness t help ut n a specific prject. 3. When smene can develp themselves by taking n a challenging task. 4. When yu dn't have the time t handle yur ther respnsibilities effectively. 5. When planning takes mre time than implementing. On the ther hand, here are sme situatins where yu may wish t nt delegate a task. 1. When the persn has a negative attitude abut the task/prject. 2. When ther peple are t busy t cmplete the entire jb. 3. When the prject requires respnsibilities members are nt capable f handling 4. When yu will have t change the attitude/behavir f that persn

4 Radblcks t delegatin 1. I can d it better myself. 2. I can t trust my cmmittee wrkers. 3. I dn t have time t invlve thers. 4. I can t delegate smething I dn t knw hw t d myself. 5. I can t bring myself t delegating busy wrk. 6. I can t delegate t my friends. 7. Everyne is already busy. Why d peple resist delegatin? 1. They dn t knw hw t d the task. 2. They have a fear f criticism fr mistakes. 3. They lack cnfidence in their ability. 4. They dn t understand what is wanted. 5. They dn t have the time. 6. They dn t like ding it. Adapted frm The Art f Delegating, Student Invlvement, University f Nebraska-Lincln Mel Hughes, Perdue Memrial Unin, Perdue University, Adapted frm Delegating Respnsibility, Annymus

5 Six Steps t Successful Delegatin 1. Clarify yur gals and set pririties. Yu need t have set gals and t have priritized different prjects. Be sure yu knw what needs t be dne and hw imprtant it is. 2. Decide what gals and prjects can be dne by thers. Take a realistic appraisal f what yu are trying t accmplish. Keep thse prjects clse t yu that are f the highest pririty. 3. Select the right persn. Match the demands and skills f a prject t individual skills, interests, and talents. If yu need smene t prduce a flyer, give the prject t smene wh knws hw t make them and wh has an interest in them. 4. Organize the tasks being delegated. Examine what tasks need t be dne fr a prject t be successful and make apprpriate decisins regarding wh is wrking n it, the type f equipment that may be needed, finances, and facilities. 5. Give clear instructins and request feedback. Review exactly what yu are ging t tell smene t make sure there aren t varius interpretatins that culd cause cnfusin. After giving the instructins, have the persn repeat back what their understanding is f their respnsibilities. This helps clarify rles, jbs, and expectatins. Here is a brief stry t highlight this step. Upn appraching an airprt fr landing, just shrt f the tuchdwn, the pilt f a military plane determined that the runway was t shrt fr his landing apprach, s he decided t circle arund and try again. He yelled t his engineer, Take ff pwer! The engineer reached up and turned ff the engines. The plane cntinued dwnward and crashed at the end f the runway! The pilt had wanted the engineer t give him extra pwer fr takeff. 6. Set deadlines and ask fr reprts. Tell peple what the deadline fr their prject r respnsibility is. Make sure that everyne understands exactly what needs t be dne fr the deadline. If yu tell smene the newsletter needs t be ready by Nvember 25 th, they may have the newsletter ready fr yu t review by that date but in reality, yu wanted t mail it n the 25 th. Yu need t state clearly the deadline dates fr when yu want t review the newsletter, when it shuld g t the printer, and when it shuld be mailed. Adapted frm Phi Theta Kappa, Leadership Develpment Studies, Phi Theta, Inc: Jacksn, Mississippi.

Typical Interview Questions and Answers

Typical Interview Questions and Answers Typical Interview Questins and Answers Why d yu want t wrk fr this cmpany? Why are yu interested in this jb? The interviewer is trying t determine what yu knw and like abut the cmpany, whether yu will