DELEGATING AUTHORITY

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DELEGATING AUTHORITY

• PRESENTED BY
• T.G. Mieure
• Public Safety Consultants
• 1014 Massena Ave.
• Waukegan, IL 60085
• 847-321-1110
• www.e911training.com

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MENTOR CHARACTERISTICS

• Believe people want to succeed.
• Believe in their own ability to help others.
• Believe people have to help themselves.
• Like working one-on-one.
• Like to teach.
• Provide feedback.

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MENTOR CHARACTERISTICS

• Provide resources.
• Other support.

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DEVELOPING FOLLOWERS
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FOUR ESSENTIAL QUALITIES

• They manage themselves well.
• They are committed to the organization and to a
  purpose, principle, or person outside themselves.
• They build their consequences and focus their
  efforts for maximum impact.
• They are courageous, honest and credible.

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SELF-MANAGEMENT
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COMMITMENT
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COMPETENCE AND FOCUS
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COURAGE, HONESTY AND CREDIBILITY
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EMPOWERING OTHERS
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DIMENSIONS OF EMPOWERMENT

• The individual.
• Leadership.
• Organization
• Communication

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THE INDIVIDUAL
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LEADERSHIP
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ORGANIZATION
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COMMUNICATION
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PUTTING EMPOWERMENT TO WORK

• Allow people to identify problems and
  opportunities.
• Allow people to develop solutions and methods to
  take advantage of opportunities.
• Allow people to implement their solutions.

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ALLOW PEOPLE TO IDENTIFY PROBLEMS AND
OPPORTUNITIES
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ALLOW PEOPLE TO SOLVE PROBLEMS AND TAKE
ADVANTAGES OF OPPORTUNITIES
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ALLOW PEOPLE TO IMPLEMENT THEIR SOLUTIONS
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BEING AN EFFECTIVE TEAM MEMBER
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CONSIDER HOW YOUR ROLE CHANGES

• You are a member of your boss team.
• You are a member of your own team as well as
  being the team leader.
• You may function as a team member on a task force
  or project team that has been set up by the
  agency to accomplish some specific goal.

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SHARING POWER THROUGH COLLABORATION
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3 CRITICAL AREAS OF COLLABORATION

• Building trust
• Avoiding groupthink
• Building consensus

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BUILDING TRUST
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LEADERSHIP ROLE

• Keep your word.
• Control your tongue.
• Bring reliable information to the team.
• Show an interest in the views, talents, and
  involvement of others.
• Make balanced judgments that attempt to account
  for differences among the team members.
• Support the team and its decision to others.
• Practice the golden rule.

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AVOIDING GROUPTHINK
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TECHNIQUES TO REDUCE GROUPTHINK

• Demonstrate and encourage critical thinking.
• Appoint a devils advocate.
• Encourage everyone to participate.
• Have a second-look meeting.

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BUILDING CONSENSUS
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CONSENSUS BUILDING SKILLS

• WHAT TO DO
• Ask each individual how he or she feels and why
• Ask for facts, definitions or explanations to
  uncover what people are thinking.
• HOW TO DO IT
• Go around the table and give each member his or
  her say.
• Ask members to explain their views.

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CONSENSUS BUILDING SKILLS

• WHAT TO DO
• Clarify differences between opinion and facts.
• Modify your views when faced with compelling
  facts and opinions
• HOW TO DO IT
• State facts and ask other team members to compare
  opinions with the facts.
• Listen to the facts underlying differing points
  of view.

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CONSENSUS BUILDING SKILLS

• WHAT TO DO
• Identify areas of agreement and disagreement.
• Reinforce open-mindedness to other views and the
  need for cooperation.
• HOW TO DO IT
• Make a list of similarities and differences on a
  flip chart or whiteboard.
• Make sure they have said what is on their minds.

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CONSENSUS BUILDING SKILLS

• WHAT TO DO
• Remain nondefensive when challenged.
• List the positive and negative aspects or
  consequences of each point of view.
• HOW TO DO IT
• Stay silent and calm when being criticized.
• Assume the team has adopted a particular
  viewpoint.

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CONSENSUS BUILDING SKILLS

• WHAT TO DO
• Resolves concerns.
• Define the level of risk associated with a
  decision.
• HOW TO DO IT
• Discuss areas of concern.
• Ask persons what concerns them about a specific
  course of action.

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PROVIDING FEEDBACK AND RECOGNITION

• 3 WAYS LEADERS CAN HAVE A POSITIVE IMPACT ON
  THEIR TEAM MEMBERS
• Using feedback systems.
• Providing frequent recognition.
• Celebrating successes.

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FEEDBACK RECOGNITION
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FREQUENT RECOGNITION
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CELEBRATING SUCCESS
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HOW TO CELEBRATE SUCCESS

• Have ice cream and cake.
• Recognize accomplishments with special mementoes,
  such as ball caps, pens, plaques, etc.
• Do it away from work.
• Hang banners and decorations.
• Invite spouses or family members.
• Get somebody else to pay for it.

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BENEFITS OF APPRAISING PERFORMANCE

• Examine performance compared to goals.
• Improve the employees leadership performance.
• Identify current or potential problems.

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HOW TO APPROACH APPRAISING PERFORMANCE

• View appraisal as a process, not a one-time
  event.
• Consider appraisal an opportunity for an in-depth
  performance discussion.
• Use discussions to maintain modern performance.
• An appraisal is an opportunity to develop a
  positive working relationship.

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SUMMARY

• Understand Delegation
• Specify Goals and Objectives
• Know Subordinates Capabilities and
  Characteristcs
• Reach an Understanding with Superiors
• Agree on Performance Standards
• Agree on Areas of No Delegation
• Plan for Testing and Training

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SUMMARY

• Show Interest in What is Being Done
• Personal interest in his subordinates problems
• An open door policy
• A willingness to give assistance and support
• General knowledge of new things that are going on
• Assess Results

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SUMMARY

• Correct Error and Retrain
• Reward Where Justified
• Live with differences

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10 WAYS NOT TO MAKE DELEGATION WORK

• Superiors and subordinates dont agree on the
  specifics of delegation because of inadequate
  standards and guidelines.
• Subordinates lack the training needed for
  delegation.
• Subordinates dont understand organizational
  objectives
• Supervisors lack confidence in subordinates

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10 WAYS NOT TO MAKE DELEGATION WORK

• Supervisors lack confidence in themselves and are
  unwilling to take risks
• Supervisors fear subordinates will show them up
• Supervisors and subordinates fail to understand
  the advantages of successful delegation
• Supervisors like particular job too much to
  delegate it

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10 WAYS NOT TO MAKE DELEGATION WORK

• Supervisors insist on nothing short of
  perfection
• Supervisors feel things are going well enough
  without further delegation