LearnaBytes

In this part of the training session following on from the previous part, participants will discuss actions managers can take to overcome their reasons for not delegating.

DEALING WITH THE REASONS

Tell the delegates that it’s not enough to just know about reasons why some managers don’t delegate. You want to discuss some actions managers can take to overcome the reasons why they don’t delegate.

They will be working in small groups to discuss these solutions.

Direct the participants to the section in their workbooks with instructions for the group discussion titled – DEALING WITH THE REASONS. Let each of them read the information there.

When they finish reading the information, check that they are all clear about what they need to do. If necessary, clarify what they will be doing.

Then use the ‘breakout room’ feature to put them into small groups. Ideally, no group should have more than four people. Then give them 10-minutes for the activity.

When their time is up, stop and bring everyone back to the main room. Tell them that you are now going to listen to each group’s feedback from their discussion but encourage them to listen to all the information being fed back and note down solutions presented that they can use.

Then let the spokesperson from each group, share their screens and feedback what was discussed in their group. After they finish presenting the information, thank them for doing the activity.

Let them know that you also have some ideas on the subject to share with them. Be clear that what you share might be similar to what they have already said but will just reinforce the solutions they came up with.

Display the slide titled – DEALING WITH THE REASONS.

When the slide displays, it will be blank with just a title. Click on it once to display some information and tell them that:

• Start by delegating small tasks, especially those without serious consequences if things go wrong.
• Small, delegated tasks allow you to start developing confidence in the delegation process and at the same time build trust with your team members and invest in their development.
• And even if things don’t go according to plan, the implications are not serious and can easily be corrected.

Click on the slide again to display more information and tell them that:

• To start delegating we must shift our mindsets to see delegation as a way to develop team members.
• By giving them tasks to do and supporting them, we are investing in their development.
• We should also help our team members see delegation, not as a way to dump tasks on them but to help them to develop.

Click on the slide for a final time and tell them that:

• One of the best things any manager can do when it comes to delegation is to use a structured delegation process.
• While I can’t go into much detail about a structured delegation process now, know that a structured delegation process focuses on key action steps to take before, during, and after delegation.
• A delegation process will cover actions such as deciding on what to delegate and who to delegate to, explaining tasks, clearly, giving task completion timelines, describing authority levels and checking in on the progress of task completion with the person it was delegated to.
• Following a structured process will help you overcome almost every single reason for not delegating that we explored earlier.

After that, let them know there is a handout about what you just discussed in their workbooks titled – ACTIONS FOR OVERCOMING THE REASONS.

In the next part of the training course, the participants will start looking at a three-part structure for delegating effectively.