Monitor People Inspire Their Team
Suffer Over Failures Learn From Them
Manage The Present Focus On The Future
Enforce Rules Promote Values
Get Through The Day No Title Necessary
Skills used to achieve success with people
The ability to help people and
companies surpass themselves
(Easier to observe than explain)
LEADERS DO NOT HAVE
TO BE GOOD MANAGERS
TO BE GOOD LEADERS
Could you still achieve good results
With your team if you did not have your
Title or the power to hire and fire?
Do you say these statements to yourself:
• If only there were more hours in the day
• It’s quicker to do the job myself
• I don’t know where the day has gone
• If only there were not so many interruptions,
I could cope
• If I want a job done properly I do it myself
Your Colleagues will be saying these things about you:
• I never know what’s happening or what to do
• I can’t ever find him/her
• He/she never has time to talk about things properly
• He/she says they will do things then cancels at the last
• You can’t rely on him/her
• He/she is always late
Manager makes a decision, tells team what to do.
They conform to the decision
Good if manager has total commitment and
respect. Also is the fastest system of management
Ignores the ideas of the team, demotivates and
can stop development. Can lead to management
Manager makes a decision, then sells the idea
to them persuasively. Gives them all the benefits.
Overcomes resistance to decisions, flatters people.
We like to be sold to.
Ignores ideas of team, could be seen as manipulative
or perceived as dishonest.
Manager makes a provisional decision,
presents decision to team. This can then be
modified or changed.
By listening to teams ideas, decision may be
modified for the better.
Managers can find it difficult to be neutral,
may then resort to “SELL” Decisions may
Manager makes no decision, manager chairs
decision meeting. Joint decision is reached.
Encourages free flow of ideas, team is
therefore committed. Good motivating tool.
Leadership skills may be questioned, and
teams resistance may be strong. May cost respect
• Leadership requires skill
• Ability to adapt to different situations
• Ability to use more than one style
• Knowing when to take command
1. What can I delegate
2. To whom can I delegate
3. How do I delegate
4. How do I train
5. How do I control
6. Tell everyone concerned
7. How do I evaluate the results
What can I delegate?
Make a list of all the jobs you do.
How do you complete these tasks, i.e. Time spent.
Do any of these tasks belong to anybody else?
How much is routine and time consuming?
Which tasks could be delegated?
Remember to list the jobs you ENJOY as well as
the ones you DON’T!
To whom can I delegate?
Who would like to do some of your work?
Do they have the time to take on more?
Do they have the ability or skills to do the job?
Do you enough about your staff to decide?
How do I Delegate?
Explain the reason why you are delegating.
Explain why they were chosen to do the task.
Explain the objectives of the job and the
-of the authority.
Discuss training needs with your subordinate
-and how they will be achieved.
How do I train?
It must be systematic.
Draw up and agree a training plan.
Make sure the training is thorough, complete
-and effective. (But not pressurised)
How do I control?
Be available to answer questions.
Don’t check everything but keep in touch.
Give guidance and advice where necessary.
Make sure everybody is informed
Tell everybody concerned about the delegation.
Make sure everything to do with the job goes
-directly to your subordinate.
How do I evaluate the results?
Is the job being performed satisfactorily?
If so, give praise.
If not, find out why and take necessary action
-to rectify, i.e. further training, more time.
Has a better way of doing the job evolved?
Can I now delegate any more tasks?
How much time have I saved?
HOW ARE YOU GOING TO USE THAT
TIME MORE EFFECTIVELY?
Things to remember
• Think very carefully about which jobs to delegate.
• Remember to include jobs that you enjoy,
-it probably means that your subordinate will enjoy
• If you get it wrong it will not be taken seriously next
• Finally observe from a distance.