| An Effective Delegator … |
An Ineffective Delegator … |
|
1. Defines the right person for the job. |
1. Distributes work
arbitrarily. |
|
2. Delegates with adequate time allowed to complete the
tasks. Sets realistic deadlines. |
2. Creates crisis situations by delegating tasks just before
deadlines. Urgency due to poor planning. |
|
3. Clearly communicates the objectives, and confirms that staff fully understand
them. |
3. Is a poor
communicator. Instructions are not 'received' as they are
'transmitted' (spoken). |
|
4. Provides all the necessary information to complete the
task. |
4. Issues
incomplete, hurried instructions as a result of poor
planning. Hopes staff are effective. |
|
5. Has a written project plan and regularly monitors
progress. |
5. Creates
confusion, doesn't follow job progress, reviews poorly and makes changes
casually. |
|
6. Is accessible for any assistance required. |
6. Interferes
regularly, lacks belief in capabilities. |
|
7. Assumes full project responsibility but gives credit where
due. |
7. Assigns blame for poor
performance, but will accept any credit
personally. |
|
8. Encourages staff growth by expanding knowledge and
responsibilities. |
8. Doesn't
delegate, and masters the art of bottleneck
creation. |
