Laserfiche WebLink
Profiles CheckPoint 360° Competency Feedback SystemTM Individual Development Guide for <br />Sally Sample <br />Area of Focus: Delegating Responsibility <br />Knowing When to Delegate and When to Take Responsibility <br />Skills, Behaviors and Attitudes to Adapt and Practice <br />Failing to delegate communicates your lack of confidence in your direct reports' abilities. Delegate <br />to the lowest possible level. <br />Accept the fact that others can handle some tasks as capably as you can - maybe even better. <br />Share responsibility and accountability for delegated work. <br />Delegate important tasks you do not have time to do thoroughly. <br />Remember, each time you perform a task someone else can, you keep yourself from doing a task <br />that only you can do. <br />Prepare your direct reports for delegation. Be sure your direct reports know that it is an <br />expectation of their job to accept and commit to delegated tasks. <br />Challenging Activities <br />In two columns, separate responsibilities that you must retain from activities that you can delegate <br />to others. Review and ask yourself if you are holding onto unnecessary tasks that you can delegate. <br />List the names of two or three direct reports. Next to their names, write an assignment you could <br />delegate to them as well as the results you expect from this delegation. <br />For a month, ask your direct reports to make a list of the opportunities you missed to delegate <br />to them. Analyze each incident and ask yourself, "To whom could I have delegated that <br />responsibility? What prevented me from doing so? What was the cost to me, my team, my <br />manager, my organization, and our customers when I didn't take that opportunity to delegate <br />responsibility? <br />