Delegation Skills Four Basic Delegation Strategies CPMA.COMUNIDADES,NET

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Leadership Handouts
Activites Resource Center
Department of Campus Activities
University of Houston
Delegation Skills
Personal Development Series
Delegation: Giving others the authority to act in your behalf, accompany it with responsibility and accountability
for results.
(Gardner & Dae)
A leader cannot do everything for an organization. Learning how to delegate responsibility is an indispensable
skill for any leader. Effective delegation benefits the organization:
- more people are allowed to be actively involved
- the work load is equally distributed
- committees run smoothly and efficiently
- leadership development and education
Four Basic Delegation Strategies
Telling: Leader designs in the job then delegates it to a member.
Participating: Leader identifies a job a member might do with another member, then gets a commitment that they
will work on it.
Selling: Leader involves members in developing a project and encourages them to volunteer for tasks.
Delegation: Leader gives a member a desired outcome and then leaves them to do it (also called “stewardship
delegation”).
Do Delegate: When there is a lot of work.
When you feel someone else has a particular skill or qualification which would suit a task.
When someone expresses an interest in a task.
When you think a particular member might benefit from the responsibility (i.e. an emerging leader in the group)
Do Not Delegate: Your own hot potatoes (important matters with serious consequences, emergencies, matters of
exception to a policy. Duties which are your specific responsibilities. Meaningless tasks you aren’t willing to do.
Five Delegation Methods
1. Accept volunteers. Volunteers will be enthusiastic and responsible, but may lack some experience and
competence.
2. Select skilled members. Highly competent members will complete the task, but may be over-used and
unenthusiastic.
3. Select emerging leaders. Groom future leaders from those who will bring new ideas to the group.
Emerging leaders may need special attention and support.
4. Form work groups. A common cause usually supports efficiency, but the group may need guidance to
stay on task.
5. Expose hidden talents. Individuals who are slow to take leadership have hidden talents; work to involve
them and nurture their talents for the future.
Activites Resource Center
Department of Campus Activities
University of Houston
Personal Development Series
Department of Campus Activities
University Center Underground, Room 51
713-743-5180
www.uh.edu/ca
Set Expectations
Create a clear and up-front understanding with a individual or within a group regarding areas of expectations in five
critical areas:
1. Desired results. Communicate the scope and nature of the delegation. Explain the product you expect, but
do not prescribe the methods they must use. Communicate positive trust to members regarding their
ability.
2. Guidelines. Identify any restrictions (policies, traditions) within which the individual must operate.
Delegate the right to be different and wrong.
3. Resources. Identify the human, financial, technical or other resources the individual may use to accomplish
the results. Train and orient all your members. Provide support for all delegated tasks.
4. Accountability. Explain the conditions for satisfactory performance and the evaluation criteria. Provide
deadlines or a timeline for accomplishment.
5. Consequences. Specify what will happen when the task is or is not completed. Give credit to members
who help complete the job. Recognize accomplishments publicly.
Why Delegation Might Fail
LEADERS
Forgetfulness. It doesn’t occur to leaders to delegate.
Selfishness. The leader does not want to share my glory.
Insecurity. Leader fears showing signs of weakness or being disliked.
Pride. Belief that it’s the lazy way out.
Perfectionism. The leader want to do the job him/herself.
Lack of trust. The leader doesn’t want to lose control.
No time. Belief that “I’m too busy to delegate.”
MEMBERS
No investment. It’s easier to ask the leader than to make an individual decision.
Lack of power. The members don’t understand their own authority level.
Lack of information. Lack of resources from leader about how to complete a task.
Insecurity. Lack of self-confidence.