CODAC Management Manual

longer, improving overall employee retention. Because this affects the organization's bottom line, it is important to instill positive motivational behaviors in supervisors. DELEGATING TASKS Although the power to make a variety of employment decisions is part of the responsibilities of any supervisor, it is also important to not hold on to power at all costs. Working with top management and other departments such as Human Resources, collaborating with peers and reporting teams and delegating are all important parts of being a supervisor. It’s important to discern what is appropriate for delegation and what is important to handle individually. There is a balance that should be maintained, and it’s important to not delegate too much.

 Know when to delegate (e.g., routine tasks).  Know when NOT to delegate (e.g., hiring, firing and budgets).  Avoid undermining supervisors.  Set up a balanced system of availability and support.

A manager who is new to the role may experience some uneasiness with delegating. First, there is that natural tendency to think, “I can do this better or faster myself” or my direct report will “like me better” if I take this task from them. Second, a manager may be fearful to ask more of their employees. For instance, if the direct report fails at the task, the responsibility still rests with the supervisor; it is the supervisor who will take the heat, so to speak. There is also a certain loss of satisfaction and recognition; supervisors are often removed from day to-day interaction with members and their families and their own professional peers who remain in the arena of active, hands-on practice. Recognition of these inner barriers to delegation is the first step to overcoming resistance to this necessary aspect of authority. HOARDING POWER A supervisor often wants to hold on to whatever power he or she has been delegated. However, it is important to delegate with authority. Being a supervisor is not a "one-person show." Engaging in teamwork better achieves organizational goals. Simply put, delegation is an essential part of management. In addition to aiding a supervisor in completing necessary tasks and reaching organizational goals, delegation also has benefits for the team. For example, delegation may: • Provide developmental opportunities for employees; • Increase an employee's ownership of organizational challenges and credit when achieving results; and • Facilitate collaboration among delegates in reaching goals. However, if a supervisor is choosing to delegate certain tasks to an employee, then that supervisor must ensure that the employee has the necessary authority and training to complete the task. An employee must have the authority to complete a task if they are given one. If a supervisor does not fully delegate a task, then they may not hold that employee fully responsible for the results. Of course, even if a task is fully delegated, a supervisor can never dodge responsibility for a failure in completion or in outcome. If a supervisor does not want to fully delegate a task but thinks that exposure to a particular task could present a development opportunity for an employee, then the supervisor should work closely with the employee to provide feedback and, if necessary, coaching on how to better accomplish the task or a portion of a task.

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