How to determine what to delegate and what to keep.
- I can make decisions about this based on what a director ’should be doing’
- I can make decisions based on who is best suited to tackle the task/responsibility
How to help those who were delegate to prioritize their delegated responsibilities.
- don’t delegate busy work
- keep them informed of departmental priorities
- listen/learn to the other things on their plate
- be aware others placing demands on their time
How to delegate in a way that empowers people.
- be clear in what is being delegated -
- is it a task that is falling through the cracks that needs to be dealt with
- is it a long term process that needs tending and the manner it is tended is up to the delegate?
How to delegate to those that aren’t your subordinates?
- Not sure I am in a place to delegate to non-team members.
Strategies for balancing the daily problems with the need for long term planning
- This seems to come back to planning. I need to plan in
- time for the unexpected,
- time to check in with staff members,
- time to reflect
- time to be on project tasks
- time to interact with users outside of the problem log
- Priority setting is also part of the answer – need to think about this more
- Perspective – at points in the year long term planning is not a possibility
Things to remember from this session…
- There are not many things in my life that actually have a firm time line ever established.
- reflection is productive
- there should be ties between personal work goals, group goals, and institutional goals
- according to Covey a majority of time should be dedicated to tasks that are important but not urgent (for what that is worth)
- it might be worth to hang a yearly timeline on one of the bulletin boards in Murray to visualize the flow of our work year
- when scheduling tasks, schedule the big tasks first or the small tasks will eat up your time
- some meetings are important and need to take priority – especially when they enable others to accomplish goals
- managing interruption is key to time on task – the question is how to manage interruption not evade interruptions?
- SMART goal setting and delegation – SMART stands for
- S – pecific
- M – easurable
- A – ttainable/Authority
- R – ealistic
- T – imeline
- I need to think more about how I spend my time, set priorities, and delegate responsibilities based on my leadership style/philosophy. Particularly does leadership style matter?
