Delegation Excellence Workbook - Equinox Partners

1. Z
Empowering Managers In Their People Leadership Roles
Delegation Excellence
TRAINING |COACHING | MENTORING
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EMPOWERING MANAGERS IN THEIR PEOPLE LEADERSHIP ROLES

2. page 1
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GOAL SETTING
“If you are determined to learn, no one can stop you.
If you are not willing to learn, no one can help you”
– Zig Ziglar
“Setting goals is the first step in turning the invisible into the visible.”
– Tony Robbins
Take a moment and answer these questions:
1. What is the best learning outcome for you today?
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2. How will you know that you got it? What are some personal learning
KPIs for you?
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3. What do you commit to be and to do throughout the day so that you
create the best learning outcome for yourself?
- I commit to be: ……………………………………………………………
- I commit to do: ……………………………………………………………
Welcome. Take a full ownership of your learning experience today.
This day will happen only once in your life. Make it a worthwhile
experience – for you and for the people around you.
Be silly. Be smart. Be brave. Be yourself.

3. page 2
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DELEGATE AND ELEVATE
"Before you are a leader, success is all about growing yourself.
When you become a leader, success is all about growing others.”
- Jack Welch
Work in a group and share your personal experience:
1) Think of a moment in your career when some manager delegeted
a challanging job to you and you felt truly empowered. What made
this delegation so empowering to you?
2) Think of a moment in your career when some manager delegeted a challanging
job to you and you felt truly disempowered, overwhelmed and diminished. What
made this delegation so disempowering to you?
How do you embody our values in your delegation do's and don’t's?
VALUES DELGATION DO'S DELEGATION DONT'S
1. Courage
2. Passion
3. Teamwork
4. Focus
5. Excellence

4. page 3
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WHEEL OF EFFECTIVE DELEGATION
The wheel of effective delegation indicates your level of satisfaction with the skill level of
the different delegation dimensions:
Take a moment to evaluate your current and desired scales for the differen delegation
dimensions. What would be priority number one for you to work on? Why?
Dimensions Current
scale
Desired
scale
Priority
Play to people's strengths
Define clear outcome
Confirm understanding & commitment
Transfer authority & responsibility
Agree upon touch points
Trust & let go
Avoid "reverse delgating"
Ownership
Confirm
understanding
& commitment
Avoid "reverse
delegating"
Trust & let go
Define clear
outcome
Play to people's
strenghts
Agree upon
touch points
Transfer
authority &
responsibility
Ownership

5. page 4
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DELEGATION MAP
"Leaders become great not because of their power but because
of their ability to empower others.”
- John Maxwell
Fill in the quadrants with the benefits and drawbecks for you and
for the other person when delegating.
What would I change at work (mindset/actions) to increase the
benefits for me and for my team when delegating taks and
responsabilities?
BENEFITS
DRAWBACKS
FORME
FORTHEOTHER
PE
1 2
3 4

6. page 5
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SUPPORT AND RESULTS DRIVEN CULTURE
The results in your team at at 100% achieved through people. In
other words, first, you should provide support and clarity, and only
then focus on their implementation.
When working in an environment of constant change, the high-quality delegation
of responsibilities and tasks can have a positive impact on both the speed and
quality of work, as well as on motivating and enhancing the competencies of the
people in your team.
The managers delegate properly when:
- Assign tasks and responsibilities in line with the abilities, knowledge
and experience of their colleagues.
- Demonstrate trust in the abilities of their colleagues and encourage them to
develop by taking on new challenges.
Positive examples (+) Negative examples (-)
The manager delegates both routine
and challenging tasks and
responsibilities to the most
appropriate team members.
The manager delegates tasks and
responsibilities without considering the
experience and skills of his team
members.
The manager clearly communicates
goals and expectations.
The manager provides vague
expectations and not clear goals.
The manager provides support and
authority.
The manager does not provide support
and authority.
The manager gets the status updates
from his colleagues and discusses the
progress with them.
The manager controls and gets the
information behind the backs of his
colleagues.
The manger plans the needed
resources appropriately.
The manager does not plan the
resources in accordance with the
expected volumes of work.

7. page 6
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THE DELEGATION PROCESS
Share success stories in your group about delegating responsibilities
and tasks where you have achieved the three major benefits in the
venn diagram:
Based on shared stories, formulate a 3 steps delegation process that
works best for you and your team
Delegation
steps
Actions for the manager who delegates
1-st step
2-nd step
3-rd step
Time gains for the
manager
Motivation for
the people who
receive the
delegated job
Confidence
and
empowerment
for the team

8. page 7
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ACHIEVEMENTS. KEY LEARNINGS. ACCOUNTABILITY
My key learnings from this Module are:
1)
2)
3)
I take ownership for turning the key learnings into actions and results in the
following few weeks by:
1)
2)
3)
Listen to the podcast "Morning Show for Managers" on Spotiy by scanning
the following QR code with your phone:
SEE YOU NEXT TIME! ☺