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Job Design and Delegation

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Job Design and Delegation

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This is the third in a five part series on Strategy Execution. The series is comprised of:
1. Strategy Execution
2. Using Metrics to Define Success
3. Job Design and Delegation
4. Performance Management and Communication
5. Coaching and Motivation

This is the third in a five part series on Strategy Execution. The series is comprised of:
1. Strategy Execution
2. Using Metrics to Define Success
3. Job Design and Delegation
4. Performance Management and Communication
5. Coaching and Motivation

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Job Design and Delegation

  1. 1. Job Design and Delegation January 2016 material minds
  2. 2. What is expected of them How they’re doing How they can improve In order to execute strategy effectively, you need to connect that strategy with the daily action of all employees. In order to connect strategy to action employees need to know three key things: The rest of this document outlines how you can enable employees to know what is expected of them, the first key to connecting strategy with action. Connecting Strategy With Action
  3. 3. Your job is to get work done through other people. It is not to do the work yourself And if you’re doing something repeatedly it means that you aren’t getting work done through other people. You’ll know when you’ve succeeded as a manager when you have nothing to do. And the key to being able to get work done through other people is effective delegation. A manager’s job is significantly different than that of an individual contributor. Your job as a manager
  4. 4. Letting go of decisions and activities can be difficult, especially the first time you do it. As a result many first time managers end up micro-managing; watching work closely, controlling decisions, and re-doing work. The first time you delegate something, it takes time. In fact it takes more time to delegate than to do the job yourself. But if you don’t delegate, you’ll always spend that same amount of time. So delegating is an investment that rewards you in the long run. And there is ego involved in many cases as people are unwilling to think that someone may be able to do something better than they can. If they define themselves by the work they do then giving up that work is giving up a bit of oneself. Finally, delegating something is changing the way you work and many people are naturally reluctant to change. There is risk to delegating. Your subordinate may screw up and you’ll end up looking bad. But this shouldn’t happen too often if you’ve hired the right people. Why managers don’t delegate
  5. 5. The Opportunity Failure to delegate means that you’ll end up doing the same job time and time again as delegating work is the only way to be able to get new and interesting work to do. In the long run, if you want to advance as a manager, the only way to do it is to become good at delegating.
  6. 6. The first step in delegating is to know when to do it. • There should be an experienced person available. • That person should be in need of and looking for growth opportunities. • The task you delegate should be a recurring one. • The person to whom you delegate should have enough time available to learn and accomplish the task on a regular basis. • The task you delegate should be low risk, not something that bears a lot of ongoing risks. Know when to delegate
  7. 7. You can’t delegate something just to anyone. That person needs to have: • The right experience and skills. • the right attitudes and work styles. • An existing workload that allows them to take on a new set of responsibilities. To whom should you delegate?
  8. 8. What to delegate Just as you can’t delegate anything to anyone, it is important to understand what things are appropriate to delegate. This isn’t about what tasks but what you make someone responsible for but what level of responsibility and authority you give them. Delegate Responsibility for Results When you delegate just the process and not responsibility for results, then the person can hide behind poor results. When you delegate the responsibility for getting results, you ensure that the person must then figure out the best way of doing something to get those results. Delegate Authority When you don’t delegate authority then the person doesn’t have the ability to change a process to ensure that results are obtained. When you delegate authority for making decisions, you truly make someone responsible for getting results.
  9. 9. An individual who is responsible for doing something must understand what success is. This is the first step in helping understand what truly is expected of them, the first in our three steps in effective leadership. Define success All productive employees want to be successful and they want their employer to be successful. In using metrics, you’ll first need to define what success is by measuring employee results.
  10. 10. Measure Success In each of these cases, there are three things you can measure: • Quality (many dimensions of quality) • Cost (Revenue, Time, Profit) • Speed (Elapsed Time) Results can come in the form of: • Payment • Election to proceed • Milestone reached • Approval • Measure of satisfaction These results need to be externally validated by • A customer • Supplier, • Another team • Or a boss. If employees need to know what is expected of them, how they are doing and how they can improve, the most effective and unambiguous way to communicate those three things is by using metrics.
  11. 11. Define Activities that lead to success Figure out what causes success, which activities that you undertake directly cause the results you’re looking for. Then you’ve got a formula for success in that you know exactly what activities you have to complete and at what level of volume to be successful.
  12. 12. The reporting should include : Result Metrics Comments on results Future plans Develop a reporting process You can’t just abdicate something. When you delegate, you need to develop a reporting process so that you know that the results you delegated are being achieved..
  13. 13. Amend the job description Your expectations must be clearly defined for someone to know what is expected of them. This can be done in a job description or performance plan. Use metrics to outline the results you expect and the limits of authority. Make sure the employee is responsible for results and can alter a process to acieve those results.
  14. 14. Communicate frequently Get frequent feedback on results. Be available to solve problems. Ask them how things are going. Challenge them to improve.
  15. 15. Putting it All Together
  16. 16. material minds Helping companies execute strategy better by connecting strategy with the daily action of all employees. Charles Plant 416 458 4850 cplant (at) materialminds.com Consulting Coaching Workshops Speaking Teaching This is a five part series on Strategy Execution and is comprised of: 1. Strategy Execution 2. Using Metrics to Define Success 3. Job Design and Delegation 4. Performance Management and Communication 5. Coaching and Motivation

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