Delegation & Collaboration at Work
Session Description At the root of collaboration is a need or desire to problem solve, create or discover. When an organization is facing volatility, uncertainty, complexity or ambiguity, collaboration and delegation become critically important. But they can feel difficult to execute. This is especially true for organizations with siloed work cultures. In this fundamental training, participants will learn to see collaboration as a creative process where every contributor is regarded as an equal. They will examine two inseparable types of collaboration and how best to apply them when it comes to delegating roles and responsibilities. Learning Objectives Understand how collaboration differs from control, ensures buy-in, and increases ownership and accountabilityPrepare to improve the quality of collaboration to unburden employees who feel overwhelmed by the quantity and frequency of communicationsExplore ways to optimize productive relationships using collaboration tools and creating collaborative communitiesLearn three factors to help determine whether or not to delegate tasks or projects --and to whomGet five keys to improve how you delegate - and when - so employees see the big picture, feel empowered to deliver results, and learn from the assigned responsibility Methodology Individual ReflectionLectureSmall-Group ExercisesSmall- & Large-Group Discussion Target Audience Leaders at all levelsHigh-potential individual contributorsProject/Program managers
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Effective Delegation
Session Description "The best executive is the one who has sense enough to pick good people to do what s/he wants done, and self-restraint to keep from meddling while they do it.” – Theodore Roosevelt, 26th U.S. President The delegator’s dilemma: shall I do it myself or give it to someone else? In this practical course with real-time application exercises participants will be provided with a range of tools and templates to help them learn how to delegate tasks and use effective delegation as a key development tool to motivate and challenge their team. Participants will learn how to identify all the considerations that need to taken before, during and after a task has been delegated to ensure and sustain alignment to the overall goals. Learning Objectives Recognize thoughts and feelings that prevent you from delegating, and feel confident you can overcome themFlex your delegation style depending on the person and the situationBoost your colleague’s confidence and maintain a strong working relationship while delegating Methodology LecturePartner activities Group discussionIndividual reflection Target Audience Supervisory to mid-level leadersHigh-potential individual contributorsProject/program managers
Delegating for Improved Performance
Session Description The competitive edge today relies on managers realizing the full potential of each of their staff. Data collected by the Gallup Organization reveals that only 30% of the American workforce is fully engaged at work, 55% are “not engaged” and 19% are “actively disengaged”. Many managers who are promoted to their position because of their outstanding technical skills often find themselves at a loss when it comes to dealing with the complex people issues that surface. As a result, they often do what they know best and feel confident doing, which is the technical part of the job. Employees suffer when these managers struggle with communicating expectations, fail to delegate work, and are unable to manage their performance. The organization suffers as employees are not being fully utilized and the manager usually becomes overwhelmed by trying to do all the work himself or herself. This program engages participants in a discussion of these dangers and teaches the skills necessary to move beyond these behaviors and into successful delegation. Learning Objectives Understand and practice techniques to shift from doer to delegatorIdentify the top ten reasons managers fail to delegateArticulate the benefits to delegating Learn a process for effectively delegating assignmentsPractice developing SMART objectives Methodology LecturePartner activitiesGroup discussionIndividual reflection Target Audience Supervisory to mid-level leadersHigh-potential individual contributorsProject/Program managers
