Leadership Development Programme

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Leadership DevelopmentProgramme
Seminar 5
www.leadership.thesolutionorganisation.com
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Presenters today

• Brad Bamfield
• 07803 133110
• b.bamfield_at_thesolutionorgainisation.com
• Patrick Sullivan
• 020 8241 0166
• p.sullivan_at_thesolutionorganisation.com

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Today

• Welcome
• 11 feedback
• Delegation
• Action learning section
• Do you need any refreshers?
• Seminar 6
• End of course dinner

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Feedback on second1 1 sessions

• Patrick
• David
• Mervyn
• Brad
• Matthew
• How did it go
• Action since then

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Assign

• to apportion to allot to fix or specify

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Delegate

• to send with power to act as a representative
• to entrust, commit, or deliver to anothers care
  and management
• a person appointed and sent by another or by
  others to transact business as his or their
  representative.

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Advantages

• More can be accomplished
• Deadlines met more reliably
• Employees involved and committed
• Employees grow and develop
• Control less difficult (if done well)
• Better productivity
• Performance can be measured better

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Advantages

• Compensation related to performance
• Diversity can be managed better
• Distant operations managed better
• Less travel - time/cost /stress
• Better employee satisfaction/recognition
• Manager has time for plormocode
• Manager freed for important tasks

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What can be delegated

• A task that is part of your job.
• The responsibility for successful completion.
• The authority to make independent decisions.
• NOT YOUR ACCOUNTABILITY.

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The roles of the manager
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Delegating and doing
Executive Manager
90
10
Managing (delegating)
Operating (doing)
Middle Manager
First-line Supervisor
30
70
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Common obstacles

• I can do it better
• Afraid of criticism from above
• Being disliked
• Lack of confidence in employees
• Employees expect answers from me
• I can do it faster than I can explain it

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Exercise 1

• Obstacles to delegation

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Process

• Choosing the task
• The right person
• Gaining commitment
• Handling the discussion
• Control without interfering
• Handling difficulties

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An objective should be

• Clear (to the person who has to do the job)
• Measurable (to know when it is achieved)
• Realistic (related to the person)
• results you expect
• time you have allowed
• resources you can commit

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An objective should be

• Result (rather than activity) oriented
• Have an agreed deadline for completion
• Indicate parameters of authority

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Levels of delegation

• Level 3
• They decide on the help they need
• They Set the checkpoints
• May want to review major decisions prior to
  implementation

• Level 2
• Do only important things with them
• Set checkpoints

- Supporting Behaviour

• Level 1
• Do it with the employee
• Help with detail
• Monitor frequently

• Level 4
• Full delegation
• Review objective and constraints with them
• Let them get going
• Advise you of decisions/outcome

- Directing Behaviour
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Control systems need to

• Identify what should happen and when
• especially key activities and checkpoints
• Monitor what actually is happening
• Show up any significant variation
• Prompt timely corrective action
• Involve the person in as much self controlling as
  possible
• Close the loop

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Delegation plan
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Signs of difficulties

• Their use of the lifeline
• Failure to meet deadlines
• Reluctance to attend review discussions
• Performance below par
• Gut feeling

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Traps to avoid

• Thinking you can do everything yourself
• Failure to give employees challenging assignments
  with enough latitude to handle them.
• Careless selection of an authority level
• No experience no ability
• Overburdening your best people

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Exercise 2

• Delegate a task

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Traps to avoid

• This will be a challenge for you
• Holding on to non-management tasks that some-one
  else could do.
• Too little or too much follow-up
• Withholding vital pertinent information
• Failure to give recognition
• Failure to hold a critique

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Traps to avoid

• Having it bounced back (un-delegation)
• Avoiding risk
• afraid of criticism
• too little confidence
• lack of information and tools
• Boss likes to feel needed
• Boss cannot say NO

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Exercise 3

• Personal Delegation Skills
• Homework
• Interpretation of results available on web site
  from Tuesday 19th September 2005

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Action learning Session

• Review of Action Learning Principles
• Action learning session

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Action learning principles

• Focus on the original problem or issue you
  identified. If your thinking has moved on since
  then no problem just tell us about it.
• Review what you wanted to do between seminars
• Review what actually happened
• Think critically what the outcome was and was it
  better, worse, different from what you
  wanted/expected.
• What could you have done differently that would
  have influenced the outcome
• Tell us what you want to do next (Objectives,
  Strategic)
• Tell us how you intend to do it (Tactical)
• Tell us how you will know whet the results are
  (Measures)
• You will speak without interruptions or questions
  from the team.

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Action learning questions

• Typical AL questions might be
• What result do you want?
• How do you feel about this situation?
• What could you do differently?
• How do you know this?
• Can you explain that further?
• What is the best possible outcome?

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Seminar 5 exercise

• Think about the tools techniques so far
• Refer to the web site for information
• How do todays issues relate to those you
  identified pre course?
• Develop a plan for action
• Present on your business, what your issues are
  and your plan
• The team will review, and offer help in the way
  described in the action learning techniques
  paper.

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Feedback

• What major conclusion did you draw from today's
  session?
• What major questions remain in your mind?

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Seminar 5

• We have looked at
• 11s
• Delegation
• You presented to the team your OGSMs for the
  future
• We helped to clarify your thinking!!!!

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Seminar 6

• Is there anything you want in Seminar 6
• Would you like to repeat anything
• Have we missed anything

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Seminar 6 exercise

• Using the tools techniques introduced
• Refer to the web site for a refresher
• Extend your action plan for next 6 months
• Clear OGSMs (SMART)
• Covering People Sales and Operations
• How will you evaluate success
• Present on your business, any issues and your
  plan
• The team will review, and offer help in the way
  described in the action learning techniques
  paper.

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Feedback for TSO

• What did we do well?
• What could we have done better?
• Was there anything missing?

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Next meeting

• We hope you have enjoyed today
• We also hope you have learnt something useful
• Please complete feedback forms
• The final seminar (shame)
• CitiLodge Hotel Wollaton Street
• Tuesday 4th October 1pm to 5 pm
• And after for dinner drinks