Delegation – Delegating the Task & the Authority

By Amy L Shoemaker, President and Owner of Amy L Shoemaker Partnerships, LLC and CWCC Member

I have met some incredibly bright and talented leaders.  When the topic of “delegation” comes up, they grimace and comment that they need to get better at that!

This is a 3 part blog on Delegation Tips for Success – What to Delegate, How to Effectively Delegate and Delegating the Task and the Authority.

Delegating the Task and the Authority
Once you have identified What you can Delegate, and have planned Who and How will you delegate, it’s time to also consider how much of the task and authority for completing the task should be delegated.

	Delegate the Task	Delegate the Authority
Level One	Get the facts, do the research	I’ll decide and retain the authority
Level Two	Suggest alternatives based on the employee’s research	I’ll discuss the alternatives which the employee suggests and retain the authority
Level Three	Do the research, consider options and decide on a solution	Review your solution with me and I retain final approval for the solution
Level Four	Do the research, consider options and decide on a solution	Implement the employee’s solution unless I ask to be included in advance
Level Five	Do the research, consider options, and implement your solution	Implement the solution and report the results to me
Level Six	Do the research, consider options, and implement your solution	Implement the solution and only report the results if the solution is unsuccessful
Level Seven	Do the research, consider options, and implement your solution	Implement the solution and reporting is not needed

Each assignment may be delegated at a different level based on the experience of the employee in completing that task.  When an employee is promoted, you may retain more authority for new assignments until you are comfortable that the employee is knowledgeable in their new responsibilities.

Please take a few minutes to decide the level of delegation for each task and the authority you are able to delegate for that task.  Then delegate the 3 projects or assignments you identified and clearly identify the action and authority you are delegating to your employees so they can be successful.

If you are interested in learning more about what skills are needed to advance your career, take a look at the Corporate Executive Leadership Academy offered at the Colorado Women’s Chamber.

 

About Amy L. Shoemaker, PHR, SHRM-CP, CMC, EMBA
Amy Shoemaker utilizes more than 25 years of business experience in human resources and training to provide strategic human resource consulting, executive coaching and leadership development, and merger and acquisition leadership integration.  She uses her 18 years experience as a vice president and strategic HR leader in entrepreneurial mid-size, and Fortune 500 corporations to exceed her clients’ expectations.  Amy develops future leaders by serving as adjunct faculty and content adviser for the Master’s in Strategic Human Resources program at The University of Denver.  She is adjunct faculty for Colorado State University’s Veterinary Management Institute and Beverage Business Institute.

Education and Certifications

• Wichita State University, Executive Masters in Business Administration (EMBA)
• Stanford Graduate School of Business, Human Resources Executive Program
• Cornell University – Diversity Course Employer Adviser
• HR Certification Institute, Professional in Human Resources (PHR)
• Behavioral Coaching Institution, Certified Master Coach (CMC)
• CPI 260 Leadership Assessment, Certified Practitioner
• Emergenetics International, Certified Associate
• Thomas Killman Instrument – Conflict Resolution Style

Professional Associations and Civic Groups

• Colorado Women’s Chamber of Commerce, Facilitator/Founder Corporate Leadership Academy
• Mile High SHRM Chapter, Board of Directors- Professional Development Groups
• Northern Colorado Human Resource Association, Board of Directors, Conference Chair
• Rocky Mountain HR People & Strategy, member

Contact:  amy@shoemakerpartnerships.com;
Office: 303-993-2364;    Mobile: 316-305-7972
Website: ShoemakerPartnerships.com
LinkedIn: Amy L Shoemaker

Delegation – How to Effectively Delegate

By Amy L Shoemaker, President and Owner of Amy L Shoemaker Partnerships, LLC and CWCC Member

I have met some incredibly bright and talented leaders.  When the topic of “delegation” comes up, they grimace and comment that they need to get better at that!

This is a 3 part blog on Delegation Tips for Success – What to Delegate, How to Effectively Delegate and Delegating the Task and the Authority.

How to Effectively Delegate
Once you have identified What you can Delegate, it’s time to plan Who and How will you delegate.

1. Evaluate Delegation Needs – grab the list you created last week of assignments you are going to delegate and then walk through these questions.
2. Prepare to delegate the assignment –
   1. What is the Task?
   2. What is the Responsibility level and intended results?
   3. What resources are available if the employee needs help?
   4. How does completing the assignment benefit the employee doing the work? Will the skills help advance their career or provide them with more opportunities to complete creative work?
   5. What follow up will you do?
3. Select the right person
   1. Does the work belong to a particular position?
   2. Who has the interest or motivation to do the work?
   3. Who has the skills to do the work?
   4. Who could be challenged by doing the work?
   5. Who has time to do the work?
4. Make the assignment – set a day and time to meet with your employee and give them the project and information you identified in step 2.
5. Follow-up
   1. Periodically check your level of involvement – too much or not enough?
   2. Provide coaching and resources as needed
   3. Intervene when necessary to keep the project on track
   4. Share responsibility for success and “limited success” with the employee
6. Evaluate the completed work and the process
   1. Review the work with the employee
   2. Give feedback and document their performance
   3. Obtain their feedback regarding your level of involvement – too much or not enough?

Please take a few minutes to decide when you are going to delegate the 3 projects or assignments you identified and identify what information and support you need to provide your employees so they can be successful.

If you are interested in learning more about what skills are needed to advance your career, take a look at the Corporate Executive Leadership Academy offered at the Colorado Women’s Chamber.

 

About Amy L. Shoemaker, PHR, SHRM-CP, CMC, EMBA
Amy Shoemaker utilizes more than 25 years of business experience in human resources and training to provide strategic human resource consulting, executive coaching and leadership development, and merger and acquisition leadership integration.  She uses her 18 years experience as a vice president and strategic HR leader in entrepreneurial mid-size, and Fortune 500 corporations to exceed her clients’ expectations.  Amy develops future leaders by serving as adjunct faculty and content adviser for the Master’s in Strategic Human Resources program at The University of Denver.  She is adjunct faculty for Colorado State University’s Veterinary Management Institute and Beverage Business Institute.

Education and Certifications

• Wichita State University, Executive Masters in Business Administration (EMBA)
• Stanford Graduate School of Business, Human Resources Executive Program
• Cornell University – Diversity Course Employer Adviser
• HR Certification Institute, Professional in Human Resources (PHR)
• Behavioral Coaching Institution, Certified Master Coach (CMC)
• CPI 260 Leadership Assessment, Certified Practitioner
• Emergenetics International, Certified Associate
• Thomas Killman Instrument – Conflict Resolution Style

Professional Associations and Civic Groups

• Colorado Women’s Chamber of Commerce, Facilitator/Founder Corporate Leadership Academy
• Mile High SHRM Chapter, Board of Directors- Professional Development Groups
• Northern Colorado Human Resource Association, Board of Directors, Conference Chair
• Rocky Mountain HR People & Strategy, member

Contact:  amy@shoemakerpartnerships.com;
Office: 303-993-2364;    Mobile: 316-305-7972
Website: ShoemakerPartnerships.com
LinkedIn: Amy L Shoemaker

Delegation – Developing or Dumping?

By Amy L Shoemaker, President and Owner of Amy L Shoemaker Partnerships, LLC and CWCC Member

I have met some incredibly bright and talented leaders.  When the topic of “delegation” comes up, they grimace and comment that they need to get better at that!

This is a 3 part blog on Delegation Tips for Success – What to Delegate, How to Effectively Delegate and Delegating the Task and the Authority.

What to Delegate

All of us have items on our desk which we should delegate.

1. Let’s start with that procrastination stack, which is usually on your credenza, on the floor, or hidden in a drawer. If you were motivated to complete it, the project utilized your strengths and you were the best person to complete it – You Would Have Done It by Now!  Let’s accept that you’re not the best person to complete it and delegate the task to someone else who is a better fit.  You may have been the best person at one point in your career – however are you the best person today?
2. Other items you should delegate include repetitive routine tasks or decisions for you which could be a development opportunity for new employees on your team.
3. Delegating projects that cross train your employees to increase flexibility of the workload and your team’s coverage when absences occur.
4. Delegate opportunities to use and reinforce creative talents on your team which could add value to the project.
5. When you are more concerned that something gets done and less concerned with how it gets done, consider delegating it. Then ask yourself – is it wrong or is it different?  If there is more than one “right” way to complete a task, this is a great task to delegate and let your employees learn from completing the new responsibility.

Please take a few minutes to identify at least 3 projects or items on your desk today which could be delegated.

If you are interested in learning more about what skills are needed to advance your career, take a look at the Corporate Executive Leadership Academy offered at the Colorado Women’s Chamber.

 

About Amy L. Shoemaker, PHR, SHRM-CP, CMC, EMBA
Amy Shoemaker utilizes more than 25 years of business experience in human resources and training to provide strategic human resource consulting, executive coaching and leadership development, and merger and acquisition leadership integration.  She uses her 18 years experience as a vice president and strategic HR leader in entrepreneurial mid-size, and Fortune 500 corporations to exceed her clients’ expectations.  Amy develops future leaders by serving as adjunct faculty and content adviser for the Master’s in Strategic Human Resources program at The University of Denver.  She is adjunct faculty for Colorado State University’s Veterinary Management Institute and Beverage Business Institute.

Education and Certifications

• Wichita State University, Executive Masters in Business Administration (EMBA)
• Stanford Graduate School of Business, Human Resources Executive Program
• Cornell University – Diversity Course Employer Adviser
• HR Certification Institute, Professional in Human Resources (PHR)
• Behavioral Coaching Institution, Certified Master Coach (CMC)
• CPI 260 Leadership Assessment, Certified Practitioner
• Emergenetics International, Certified Associate
• Thomas Killman Instrument – Conflict Resolution Style

Professional Associations and Civic Groups

• Colorado Women’s Chamber of Commerce, Facilitator/Founder Corporate Leadership Academy
• Mile High SHRM Chapter, Board of Directors- Professional Development Groups
• Northern Colorado Human Resource Association, Board of Directors, Conference Chair
• Rocky Mountain HR People & Strategy, member

Contact:  amy@shoemakerpartnerships.com;
Office: 303-993-2364;    Mobile: 316-305-7972
Website: ShoemakerPartnerships.com
LinkedIn: Amy L Shoemaker

Communicate Tough Messages with Compassion

By Amy L Shoemaker, President and Owner of Amy L Shoemaker Partnerships, LLC and CWCC Member

Over 85% of Leaders dread communicating tough messages.  They want to help their employee be successful, but don’t want to hurt their feelings or risk demotivating them.  How do you communicate tough messages with compassion?

Two Purposes of a Coaching Conversation:

1. Your first goal is to communicate your concern in a kind and compassion manner
   1. Seek to understand and be understood – describe the behaviors you are observing today and clearly communicate what success looks like!
   2. Create awareness so their behavior is a choice rather than a habit – what other options exist at work to successfully do their job
   3. Seek accuracy – clarify successful job performance and answer their questions to ensure they understand the desired performance or behavior
   4. Offer to create a shift – how can you support their new behavior
2. Your second goal is to Produce a New Result
   1. Outcome of the Conversation – agree on the new behavior or performance with the employee
   2. Problem Solved – verify that the new behavior is successful and productive for the employee, customers and coworkers
   3. Action Plan Created and Upside/Downside of Action Plan – support and reinforce the new action plan and assess the advantages and disadvantages of the options prior to creating the action plan
   4. Movement toward Resolution – celebrate steady and gradual improvements toward the new performance goal

Please share other tips that have made your coaching conversations productive for you and your team.

If you are interested in learning more about what skills are needed to advance your career, take a look at the Corporate Executive Leadership Academy offered at the Colorado Women’s Chamber.

 

About Amy L. Shoemaker, PHR, SHRM-CP, CMC, EMBA
Amy Shoemaker utilizes more than 25 years of business experience in human resources and training to provide strategic human resource consulting, executive coaching and leadership development, and merger and acquisition leadership integration.  She uses her 18 years experience as a vice president and strategic HR leader in entrepreneurial mid-size, and Fortune 500 corporations to exceed her clients’ expectations.  Amy develops future leaders by serving as adjunct faculty and content adviser for the Master’s in Strategic Human Resources program at The University of Denver.  She is adjunct faculty for Colorado State University’s Veterinary Management Institute and Beverage Business Institute.

Education and Certifications

• Wichita State University, Executive Masters in Business Administration (EMBA)
• Stanford Graduate School of Business, Human Resources Executive Program
• Cornell University – Diversity Course Employer Adviser
• HR Certification Institute, Professional in Human Resources (PHR)
• Behavioral Coaching Institution, Certified Master Coach (CMC)
• CPI 260 Leadership Assessment, Certified Practitioner
• Emergenetics International, Certified Associate
• Thomas Killman Instrument – Conflict Resolution Style

Professional Associations and Civic Groups

• Colorado Women’s Chamber of Commerce, Facilitator/Founder Corporate Leadership Academy
• Mile High SHRM Chapter, Board of Directors- Professional Development Groups
• Northern Colorado Human Resource Association, Board of Directors, Conference Chair
• Rocky Mountain HR People & Strategy, member

Contact:  amy@shoemakerpartnerships.com;
Office: 303-993-2364;    Mobile: 316-305-7972
Website: ShoemakerPartnerships.com
LinkedIn: Amy L Shoemaker