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aStrategies for Managing Delegating ■ Tell her what result you need and by when; let her determine how to get it done • Specify clearly the limits of authority and available resources, allowing autonomy within those limits • Clarify understanding and acceptance of specific performance expectations and time frame for completion ■ Establish dates for checkpoints with clear understanding of what is to be completed when ■ Help structure the process for completing the task, especially when dealing with complexity or assignments requiring a methodical approach Correctinq ■ Be firm and direct, specifying the desired result as well as current level of performance ■ Direct the discussion to what she Is going to do to eliminate the gap in performance • Define time limits for improvements and state consequences clearly • Resist attempts at side-stepping the problem by stating the performance problem and consequences very specifically and clearly • Direct the discussion to how she specifically will improve performance, avoiding extensive discussions about other people and other situations ■ End discussion with a commitment about what result by when, focusing on the positive outcomes of improving performance and looking good in the eyes of others Decision-Makinq ■ Tends to be a quick decision -maker ■ May need coaching on taking time to gather sufficient information and considering possible consequences before making decisions ■ Point out benefits in taking more time in terms of improved results ■ May tend to avoid making decisions involving negative consequences and/or interpersonal conflict • Discuss how making a decision will reduce negative outcomes in the long-term and how indecisiveness frustrates others and makes her look bad ® 2004 by Inscape PubCsh!ng, Inc. and The Gary little Company, Inc. All rights e + reserved.Reproduction in any form, In wfio!e or in part, is prohibited. 19 u en vo'i Ies 'rLJ