Assigning Work
How Successful Managers Delegate Responsibilities and Monitor Performance

This intense half-day workshop teaches managers how to relieve their time pressures and, at the same time, develop and employ the skill of their team members by delegating appropriate work assignments. The workshop identifies common barriers and resistances to effective delegation and teaches methods for overcome them, including an eight-point delegation model proven to produce high quality completed staff work time after time.


What's Covered

1. An examination of the barriers to delegating and delegating well: The things that prevent effective delegation are largely non-rational, and they need to be surfaced and addressed; that’s what this workshop does right from the outset
   
   
2. Additional rationales for acquiring delegating skill and the determination to do it
   
   
3. An examination of what causes team members to resist taking on delegated tasks, and ways to address and overcome them
   
   
4. Steps for building a delegation climate in a work group
   
   
5. A basic 10-point model for delegating any task or assignment which produces accurate, completed staff work time after time
   
   
6. Criteria for determining what to delegate and to whom
   
   
7. Ways that managers can incorporate better delegation skills into the rest of their management styles, such that delegation becomes routine and comfortable
   
   
8. Monitoring the performance of delegates, stroking those who perform well, coaching those who do not
   
   
9. Practice through role-plays based on real life situations that participants suggest

1. Participants who are most likely to use the techniques taught in this class are those who find it impossible or painful not do everything themselves
   
   
2. All participants complete an excellent diagnostic instrument which tells them exactly how proficient they are at delegating; and to the extent that they are deficient at it in any way, it pinpoints where and why
   
   
3. People who adopt the practices taught in this course begin by paying attention to the results of the instrument described above, then making some decisions about changes they want to make
   
   
4. They then use the 10-point model described in point #5; they like the model because it works
   
   
5. Managers who expand their practice of delegating in this way are also more likely to identify coaching opportunities and pursue them
   
   
6. Managers who expand their delegation skills tend to bond more closely with their team members and create in them a decidedly deeper sense of ownership

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