In this series of three posts, I will take you through the three key elements of efficient and effective delegation.
The the key elements are:
- Selection: How to choose, when, and to whom you can delegate
- Levels: How much input you have on the task delegated
- Structure: The STEAMS Model – a process for the handover conversation
The previous post was on Levels. This week we’ll look at Structure:
Structure – The STEAMS Model
Managing the actual handover of the task builds the foundation and the success of the delegation. This is the contracting, the terms and conditions, the full brief to ensure the delegatee is fully armed with everything they need to complete the task, and the delegator has checks and balances in place.
Use the STEAMS model as a checklist to plan and execute your handover. It’s a structure which helps you to pass on the baton and enable the other person to get off to a flying start. The six layers of the model cover all the necessary stages of an effective delegation.
- Scope
- Tools
- Empowerment
- Approach
- Milestones and Time
- Skills
Let’s work through the model, assuming I am delegating the preparation of a proposal to my colleague, Maria.
Scope
I need to be clear about the scope and why the task is important. To the company, maybe it’s a potential new client who is strategically important to getting a foothold in the new sector. It’s important to me, I’m time strapped, I need help, so we are well prepared for the pitch. It’s also important for Maria, as it’s good development for her, so she can play a bigger part in pitches.
I also need to be clear what I need. A full proposal ready to go, draft 1, just the structure. Let’s say success is a draft of a proposal that may have some small gaps that need filling, but is 80% complete. I may even be able to provide an example.
Tools
Maria will need access to previous proposals, client intelligence, industry information, our design database for templates for client documents, etc. We may even have an external partner we have pitched with before who would be a good collaborator for her.
Empowerment
What Maria is allowed to do. Who can she talk to? Maria may need authorisation to speak to either internal or external partners. I also have to be clear what she mustn’t do. I don’t want her calling the prospect or bothering our sales director.
Approach
I know Maria is very keen and enthusiastic, so my approach must support that. She’s young and inexperienced, and being new to the team, a little low on confidence, so she’s in my Low Skill-High Will box. As such, I need to keep in touch on a regular basis to see how this is progressing and encourage her on her efforts.
Milestones
The deadline is tight, so I will suggest a twice daily catch up and a structured delivery.
Skills
There is little time for training; however, I suggest she spends an hour with our top fee earner to get a feel for how we sell ourselves. Also, one of the graduate designers is a PowerPoint expert, so she can use him to show her how to prepare the presentation slides.
Continue your journey to being an effective delegator – using this Structure tool to think about a process for the handover conversation
Now, enjoy the benefits.
David Solomon
Managing Director, Sun and Moon Training
@SunMoonDavid
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