MODULE 3

DELEGATION
&
PARTICIPATION
DELEGATION &
PARTICIPATION
Delegation is commonly defined as the shifting of authority and
responsibility for particular functions, tasks or decisions from one person
(usually a leader or manager) to another.
A narrower definition of delegation emerged from the work of
leadership experts Ken Blanchard and Paul Hersey. Blanchard and Hersey
coined the term “Situational Leadership” to describe how different situations
demand diverse types of engagement between leaders and their people. They
offer four scenarios along a continuum of employee experience and
expertise.
 This approach is for subordinates who are
least experienced in completing the
desired task and may suffer from low self-
confidence. Leaders in these situations
need to do a lot of directing, as in
overseeing projects closely and offering
Directing regular instructional guidance, to ensure
that the team member is clear on what
needs to happen and in what way. The
leader must also help the subordinate work
through any deficits in self-confidence or
other barriers to success.
 Coaching, which involves questioning to
create awareness and personal
responsibility, is appropriate for
subordinates that are a bit more advanced
but still need a lot of direction. Through
Coaching coaching, a leader involves the subordinate
more in determining how to do things and
helps push things along when the
subordinate’s initial enthusiasm for the
project invariably starts to wane. At this
stage, the leader still decides.
 Over time, the subordinate becomes more
comfortable and takes on added
responsibility and leadership. The leader’s
Supporting role in this sage is to continue to support the
subordinate through conversation but allows
the subordinate increased decision-making
authority.
 In this fourth and final stage, the
subordinate “owns” the project and is largely
Delegating left alone to achieve the necessary outcome,
once the context of the task and goal are
discussed.
Delegation is the leader’s decision to:
 Lead by providing vision and direction.

 Trust others and empowering them to deliver on that trust.

 Develop beyond a leaders’ personal capacity by tapping into others’ unique abilities and
opinions.

 Build capacity in others through training and new experiences.

 Replace him/her self with others who can do the same job, freeing them to contribute
elsewhere.
What are the 3 elements of delegation?

Every time you delegate work to a teammate, three certain core

elements of delegation are in play.

 Authority

 Responsibility

 Accountability
Benefits of Delegating

 Gives you the time and ability to focus on higher-level tasks.

 Gives others the ability to learn and develop new skills.
 Develops trust between workers and improves communication.
 Improves efficiency, productivity, and time management.
10 Steps for Effective Delegation
Step 1 – Identify the task

Clarify what tasks should be

delegated.
Step 2 – Choose who to delegate
the task to
Consider who the best person is to do this task. Is there someone who may be even
better and faster than you are at doing it? Who has the skill set already? If there is no one,
who has the aptitude to learn the skills needed to complete the task? Has the person you
chose established that they are capable, trustworthy, and can follow through? Do they have
the time for the task?
Step 3 – Confirm level of interest
Highly motivated employees will usually be excited that they have been selected for a
task, and feel empowered by you asking them. If they are not interested, or only express
lukewarm interest, it may be an indicator of a larger issue related to workload, aptitude, or
what brings them satisfaction. Make sure they are committed and on board with the project.
Step 4 – Clearly define the task
Begin with the end in mind and clearly articulate desired results. When clarifying
task specifics, be sure to focus on the final result, not the how to part. It is often helpful to
offer general suggestions on how they might proceed along with appropriate training, but be
clear that they are in charge of how they get to the desired outcome.
Step 5 – Clarify level of responsibility,
authority, and accountability
Name the level of responsibility, authority, and accountability you are giving
them. Clearly set out these levels at the beginning of the process. What are the reasons
that they should come to you for feedback and approval? This will vary from person to
person and from task to task. Ask and assess if they are comfortable with the level of
responsibility, authority, and level of resourcing.
Step 6 – Establish timeframes and
completion date
Clearly agree upon a task completion date and when certain phases of the task
should be completed. Consider having this in written format to avoid misinterpretation or
confusion. Be clear about what completion looks like, and that both of you are in agreement
to these timeframes. Be sure to discuss how much time each day or week is appropriate to
give to the task. Consider how the time needed for this new task will impact their other work.
Step 7 – Express confidence

Let employees know that you believe in them

and their ability to do this task. People typically live up
to – or down to – the expectations we place upon
them. One of the most powerful ways to build
confidence in your employees is to express your positive
expectations of them. Using phrases like “I know that
with dedication and hard work you will be able to do
this.” while simple and brief, can be inspiring to the
person hearing these words.
Step 8 – Monitor progress and
give feedback

Establish a process of receiving

periodic updates. This helps to hold the
employee accountable. Stay close enough to
be available for questions and to ensure
everything goes well, but not so close that you
are actually the one making the decisions. Be
sure to avoid micro-managing the tasks as
this undermines the authority you have
handed over.
Step 9 – Give credit

Whatever you do, don’t take the credit

yourself. When the task is completed give
credit where credit is due. Giving credit for a
job well done inspires loyalty and continued
commitment to new tasks. When possible give
public praise and recognition for a job well
done.
Step 10 – Review

Once you’ve delegated a task and it

has been completed, pay attention to the
results and learn from mistakes. Change the
way you approach things, and tweak your
approach as needed. Once someone has
succeeded at one task, consider if they are
ready for a more significant one.
Thank you for listening!