e to separate those employees to whom delegation can be made with a good chance of success from those who are unsuited. Then managers should show patience. Employee’ ability to handle added responsibility and authority comes in stages.

To recieve a free copy of this author's book on Delegating for Results email aes@aeschwartz.com wit

SELECTING THE RIGHT PERSON: To whom should tasks be delegated? Selecting the right subordinate to do the work is an evaluative process, and managers must be able to identify individuals both capable and willing to handle responsibility.

DETERMINING EMPLOYEE RESPONSIBILITY: A careful review should be made of past assumptions about personnel. Some employees’ capabilities may be overestimated, others underestimated. A personnel survey or personal interview is an excellent tool managers can use to reassess their subordinates, determine what additional duties each believes he or she can now adequately handle, and recognize the goals and direction toward which the employee aspires to advance. This will provide managers with insight into employee interests and aspirations, while pinpointing those presently qualified for delegation.

DELEGATING RESPONSIBILITY: A manager should also consider which subordinates have made independent decisions within the parameters of their position and authority, and whether these decisions were “right,” even though they may not necessarily have agreed with past management decisions. Employees are certainly ready for more responsibility and authority when they have shown the ability to make decisions that are both innovative and correct.

After the evaluation process is completed, managers should be able to separate those employees to whom delegation can be made with a good chance of success from those who are unsuited. Then managers should show patience. Employee’ ability to handle added responsibility and authority comes in stages.

To recieve a free copy of this author's book on Delegating for Results email aes@aeschwartz.com with

sonnel. Some employees’ capabilities may be overestimated, others underestimated. A personnel survey or personal interview is an excellent tool managers can use to reassess their subordinates, determine what additional duties each believes he or she can now adequately handle, and recognize the goals and direction toward which the employee aspires to advance. This will provide managers with insight into employee interests and aspirations, while pinpointing those presently qualified for delegation.

DELEGATING RESPONSIBILITY: A manager should also consider which subordinates have made independent decisions within the parameters of their position and authority, and whether these decisions were “right,” even though they may not necessarily have agreed with past management decisions. Employees are certainly ready for more responsibility and authority when they have shown the ability to make decisions that are both innovative and correct.

After the evaluation process is completed, managers should be able to separate those employees to whom delegation can be made with a good chance of success from those who are unsuited. Then managers should show patience. Employee’ ability to handle added responsibility and authority comes in stages.

To recieve a free copy of this author's book on Delegating for Results email aes@aeschwartz.com wit

aspires to advance. This will provide managers with insight into employee interests and aspirations, while pinpointing those presently qualified for delegation.

DELEGATING RESPONSIBILITY: A manager should also consider which subordinates have made independent decisions within the parameters of their position and authority, and whether these decisions were “right,” even though they may not necessarily have agreed with past management decisions. Employees are certainly ready for more responsibility and authority when they have shown the ability to make decisions that are both innovative and correct.

After the evaluation process is completed, managers should be able to separate those employees to whom delegation can be made with a good chance of success from those who are unsuited. Then managers should show patience. Employee’ ability to handle added responsibility and authority comes in stages.

To recieve a free copy of this author's book on Delegating for Results email aes@aeschwartz.com wit

r these decisions were “right,” even though they may not necessarily have agreed with past management decisions. Employees are certainly ready for more responsibility and authority when they have shown the ability to make decisions that are both innovative and correct.

After the evaluation process is completed, managers should be able to separate those employees to whom delegation can be made with a good chance of success from those who are unsuited. Then managers should show patience. Employee’ ability to handle added responsibility and authority comes in stages.

To recieve a free copy of this author's book on Delegating for Results email aes@aeschwartz.com wit

e to separate those employees to whom delegation can be made with a good chance of success from those who are unsuited. Then managers should show patience. Employee’ ability to handle added responsibility and authority comes in stages.

To recieve a free copy of this author's book on Delegating for Results email aes@aeschwartz.com with the subject: Delegating for Results Request Copy.