The Art of Delegation - Part 2 (Updated)

Manager Tools

Mike Auzenne

Careers, Feedback, Leadership, Business, How-to, Development, Strategy, Management, Skills, Coaching, Advice

4.6 • 1.3K Ratings

🗓️ 22 August 2005

⏱️ 33 minutes

🔗️ Recording | iTunes | RSS

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Summary

Today, Mark and I discuss the topic of Delegation. There probably isn't a management book out there that doesn't talk about the importance of delegation. However, very seldom does the author get into the type of detail we'll discuss today. Today, we cover the "how to" ... how to determine what and to whom to delegate and specifically what specific steps to take when delegating to an individual.

Transcript

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0:00.0	Folks if you enjoy our guidance about the Madhwin Trinity, getting to know your people, talking
0:06.0	about performance, asking for more, pushing work down, and our tools are helpful, one-on-one's
0:10.9	feedback, coaching, and delegation. The ideal way to learn about implementing
0:14.8	them is to come to one of our effective manager conferences. One day we cover all of the
0:19.8	major topics. You practice feedback, you practice coaching, you practice delegation.
0:25.0	I can't tell you the number of times people have said to us,
0:28.0	wow, I thought I understood the tools, and then when I had to practice, I realized I've taken it to another level.
0:35.0	Come to the website, check out our conference schedule, see us all over the U.S. and in Europe, and in Asia, and in Australia.
0:42.0	See you there. and in Asia and in Australia.
0:42.8	See you there.
0:44.8	Welcome to manager tools.
0:46.2	Today's topic, Delegation, Part 2.
0:49.0	Here we go. Oh, So Mark, last week we talked about the juggling co on and why delegation is so important.
1:11.8	Hopefully folks are convinced
1:13.0	right convinced of that so then the the natural question folks ask is okay I
1:17.6	should delegate well how do I do it and no better place to come than to Mark
1:22.3	Horseman at Managers Tools.
1:24.0	Oh well.
1:27.0	Hopefully folks saw that we can eliminate all the other rationales.
1:30.6	Now, admittedly, it's an abstract that we've created but I think most people would
1:35.1	agree that in principle it's accurate and a manager who really wants to
1:40.1	avoid delegation there's no amount of convincing that'll help you I will say this
	...

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