Answer “True” or “False” to each of these questions as a proof of your leadership qualities.

QUESTIONS:

1. Always delegate to the subordinate who has experience with similar tasks.

2. The person you delegate to should have as much information about the task as possible.

3. Controls should be built into a delegated task from the beginning.

4. In delegated tasks, monitoring the method is as important as getting the desired results.

5. The crucial decisions involved in a delegated task are still considered the territory of the delegator.

6. Always make the delegated task seem like a challenge even if it’s drudgery.

7. Delegating means assigning work.

8. Don’t offer advice when delegating.

9. Use the same procedures and systems of accountability with every subordinate when delegating to avoid favouritsm.

If a subordinate fails in a delegated task, do not delegate to him or her again.

ANSWERS:

1. FALSE: If you repeatedly delegate similar tasks to the same people, they won’t get additional opportunities to grow. It also shortchanges less experienced suvordinates who need a chance to develop.

2. TRUE: The more background information you give the person who is about to do the task, the faster and easier the delegating process works. For more experienced subordinates, you may be able to provide some information and then give them ideas on how to obtain additional information on their own.

3. TRUE: controls not only help prevent disaster, they also give you the confidence to delegate.

4. FALSE: This is one of the most common pitfalls of an inexperienced delegator. Results are everything. Demanding that other people use you method can stifle initiative and creativity needed for successful delegation.

5. FALSE: this is another common mistake poor delegators make. With true delegation comes the right and responsibility to make decisions.

6. FALSE: Deceptive characterization of delegated tasks insults subordinates. And it erodes trust.

7. FALSE: True delegation includes handing over the right and responsibility to determine what work must be done, how it will be approached and who will do it.

8 FALSE: Let people handle tasks their own way, but give them as much advice (and vision) as you think they need before they gt started. Make yourself available to answer questions, but don’t constantly peer over their shoulders or solve their problems for them. Learning to solve problems is part of the development process.

9 FALSE: Tasks are different, and so are people. The difficulty of the task as well as the experience and skill of the person must always be taken into account. When you delegate, tailor the system of accountability to fit the delegetee.

10. FALSE: Don’t give up on a subordinate because of a single failure. It might be due to circumstances beyond the person’s control. The failure could even be a result of your method of delegation. Examine what went wrong and why.

Scoring:

Give yourself one point for each correct answer.

9-10 you’re a top-notch delegator.

6-8 you know the fundamentals, but keep learning.

5 or less you’ve uncovered a serious weakness in your leadership skills.