Why is it so tough to get desired outcomes from your well paid, highly educated, poised, and polished subordinates?  Is it that they keep turning in work products that aren’t “ready for prime time’?  Or is it that their stellar work outcomes are delivered with the price tag of tremendous collegial discord?  Whatever the dimension of suboptimal performance in your department, chances are that at least one of the causal factors is the way you delegate.

In your zeal to do more with less, to consistently execute an overwhelming volume of work on time and with apparent ease, it’s important to remember that your job will be easier, and succession planning will be more successful if you can retain “the best.”  Doing so in a competitive market place requires that your style of delegation be developmental – not divisive!

Poor delegation can be described as being inadequate, overwhelming, tardy, constantly changing, unclear, etc.  Within these forms of delegation are no less than 12 classic errors. This session describes each and provides easy-to-implement recommendations for how to avoid or correct them.

The result?  Attendees will be able to hasten and heighten clarity of expectations regarding delegated tasks; recognize the importance of accountability; and expedite the identification and neutralization of problems caused by poor delegation.