Ir al contenido principal

The delegation is a leadership tool, you already know Delegation Board?

What is Delegation Board?
"Delegate is not the same as assigning tasks"
The Delegation Board is a tool created by Jurgen Appelo. It was described for the first time in his book, Management 3.0. The idea is very simple. Draw a matrix and place the decision areas in rows and delegation levels in columns and you're done.

And with the delegation poker there are more possibilities and the team is encouraged to discuss with the Project Manager / Delegator and to think about their roles and responsibilities.

What is it useful for?
To explain its usefulness I'll do it with an example.

A Project Manager tells a worker Pedro: "please, call provider X and put it on the phone."

Or if I say: "Pedro, please call the supplier X and arrange with him the details of the final contracting for services, that he communicates the payment terms and under what payment modality will be established. Activates from that all the management of procurement and logistics; is it okay? Is there any of this that you cannot do? If you have any questions, just ask me. “The difference is evident, one is simply to tell the other to do his job and the other is substantially different in telling him to take care of mine. Pedro has to call the supplier because it is his job, but he is not obliged to manage the procurement and logistics because that is the responsibility of the manager.

Not having this difference clearly, many managers make deplorable use of the delegation.

You will notice the utility in any situation where responsibility is delegated or transmitted.

The delegation opens possibilities of development and talent of the people.  

How did I experiment? 
As a member of the team, we use the delegate board to manage the internal activities of the company to promote transparency and self-organization of the work teams.

Example: New workshop to the Venezuelan market.
Project Name: Agile Education

Once the 7 levels of delegation are understood, as a team, we identify the delegate and the established rules
Example:

Delegate: Project leader (Noelia)
Delegates: Professor, Commercial Director, Programmer, Designer)
We write the Delegates (Roles) identified on the board.
  • We apply several games to brainstorm on the different tasks necessary to take into account (examples: Competency design, Content writing, slides design, web page design, School search for the first experiment, Simulation 1, Simulation 2, Purchase of Materials, Disclosure, Establish contacts with Universities of the Country), write them in sticky notes.
  • Draw on the blackboard the columns of the established roles of the project
  • Draw the rows on the left side for the tasks initially identified.
  • Enough sets of delegation poker cards (one apiece).
Pokers Cards
  • We started the session as a planning poker
  • The project leader presents the activities. Example: "Design the slides from the workshop, what do we decide about this activity for this role?" We all have a set of poker delegation cards and we decide for ourselves. As soon as everyone has decided, the selected cards will be shown to the count of 3. If everyone has the same card, the number is written in the cell related to the role that was presented to discuss. If different cards are shown, the higher and lower numbers discuss their reasoning. They agree on a number and write it down. Then continue with the next roll.
  • Finally our board remained in the following form.
From Model RACI to Delegation Poker
What I learned? 
By doing this type of activity as an organization of a project, everyone understands the required efforts and makes the tasks more understanding, encourages collaboration, transparency and self-organization, provides more scope for reasoning, negotiating and understanding among all.

Make it clear that the delegation scores are based on the team needing to make a “big decision” in each area.
What is truly done is the act of "delegation", a tool that opens possibilities and expands leadership towards the team.
More details about Delegation Board




Comentarios

Entradas populares de este blog

What is Happiness Door?

A fantastic practice thanks to the result of the mojito applied by Jurgen Appello of the feedback Wall and Happiness Index. What is Happiness Door? The Happiness Door really is often just Post-Its with feedback written on them, and, like the Happiness Index, it assumes that people can act as the best gauge of their own happiness level the Happiness Door really is often just Post-Its with feedback written on them, and, like the Happiness Index, it assumes that people can act as the best gauge of their own happiness level. As all M3.0 practice is low cost and sustainable over time. What do you need? Simply a Post-it, pen, markers, stickers, among other materials. When to use it? Feel free to use it if you need constant feedback on how the emotions go during the activity you are developing. Examples • To give a training • At the end of a team coaching session • At the end of the retrospective to give feedback to the Scrum Master for its facilitation, especially wh

Using Kudos to give Continuous reward to your Employees!

What is Kudos?  Since the appearance of the M3.0, the reward is a continuous act; it rewards behavior, not results, the Kudos technique is associated with the fourth aspect of Martie which is a tool used to support the intrinsic motivation of people at work. The Kudo is = symbol of gratitude. What is it useful for? I was attracted to use this technique when I was assigned as an agile consultant in 2015 in organizations that had decided to experience the Scrum framework as a way of working. The attraction of this technique is due to various aspects such as: It is practical, fun and easy to do, reward and motivate in public. It reads as a team, everyone participates, it promotes transparency in understanding what is being rewarded and why, nothing to do with a private session with the boss. It is economical, very low cost and sustainable through time. The moments in which you can use this technique will depend on the context, to name a few. At the end of an in

How do you achieve the empathy in your collaborators? Personal Maps can help you.

In 2014 I had the opportunity to work in a company that from the point of view of M.30 is a company that is managed under the management style M2.0 although there were more moments of management 1.0. The boss’s contact with his employees is very low or zero, the fact of observing the classical boss’s office with large, elegant spaces, well furnished, executive refrigerator, private bathroom and his door remaining shut rather than opening, leaves much to be said, generating a deep feeling of abandonment and insignificance towards his staff. The simplicity with which I was presented to this new team of professionals: This is Rodolfo Suárez who will be the new member of the department..., he has experience in..., very basic or very traditional in my opinion. I wondered if a better or different way didn’t exist to integrate new members of the team to other employees and managers. This unease led me to investigate and discover for the first time the existence of the M3.0 movement in