A practical guide on how to delegate work fast & efficiently
Course summary
What is the aim of this course?
If you want to advance in your career and get promoted you have to learn how to efficiently delegate work to other people. It is not an easy skill to master, but you also do not have to be born with a special talent. With a proper approach, you can delegate any work efficiently. Luckily, there are a lot of interesting management productivity hacks that will help you delegate work efficiently to other people. In this course, I will teach how to delegate efficiently work to other people and still not jeopardize the quality of the work.
In the course you will learn the following things:
1. How to delegate efficiently
2. When to use different types of delegation
3. How NOT to do things you are not supposed to do
4. How to make sure that the team works efficiently
For more check the following course:
https://bit.ly/DelegateManagementConsultans
2. 2
If you want to advance in your career and get promoted you
have to learn how to efficiently delegate work to other people
3. 3
It is not an easy skill to master, but you also do not have to be born with a
special talent. With proper approach you can delegate any work efficiently.
4. 4
Luckily, there are a lot interesting management productivity hacks that
will help you delegate work efficiently to other people.
5. 5
In this course I will teach how to delegate efficiently work to
other people and still not jeopardize the quality of the work.
7. 7
What you will see in this presentation is a part of my online course where you
can find case studies showing analyses along with detailed calculations in Excel
Delegation for Management
Consultants & Managers
$190
$19
Click here to check my course
10. 10
Let’s first have a look at essential things that will
help you delegate work and benefit from it.
11. 11
In this section we will talk about the following things
Who should learn how to
delegate work
What you can delegate
Why should you delegate?
How to calculate whether it
makes sense to delegate
Value of your time Delegating in Consulting
What you should do and
what you should not do as
a manager / CEO
13. 13
Delegating is a nice fancy concept that managers keep talking about without telling you why
it is so important. Let’s just see what are the real benefits of delegating work to others.
14. 14
There are plenty of reasons why it makes sense to delegate work
You can save money
You increase output
Scaling is not limited by you
The firm becomes more
sustainable
You are forced to standardize
the work
You improve quality
You improve efficiency
16. 16
For some groups of people, delegation is a must. Quite often people tend to
forget that their role and style of work has to change as they become managers.
17. 17
There are four types of people who should delegate
Managers Project Managers Director / CEO Startup Founders
19. 19
There are some misconceptions about what you can delegate to
others. Let’s briefly have a look at things that you can safely delegate
20. 20
You can delegate plenty of things
Simple tasks
Part of the project
Whole project
Business area
Time consuming tasks
Tasks you are not good at or that
others can do better
22. 22
Let’s see how we can choose the things you may decide to delegate. We will
provide you with simple framework that you can apply at work and in private life.
23. 23
Make a list of things
you are responsible
for
Track your time Set your priorities
Define what you can
delegate
Delegate
Define what tasks
you have to do
during the day/
week/month
Write them down
on a piece of paper,
in Excel or using
mobile apps
Guess how much
time you spend on
each task
Then count how
much time you
actually spend on
each task using for
example a timer
This exercise will
help you to see the
clear picture on
what you actually
spend your time
Decide which tasks
should be given the
highest priority and
are most important
for you or your
work
Decide on what
tasks you should
put more emphasis
Pick which tasks you
can or should get
rid off
Those will be great
candidates for
delegation
Based on previous
steps decide which
tasks must be done
by you
Decide which tasks
can be delegate to
someone else
Choose the right
person and
delegate the tasks
Let’s have a look how you can decide what should be delegated
24. 24
Let’s imagine that we want to help Sophie who is a Fashion Director responsible for preparing,
buying new collection for a fashion brand. She wants to delegate some of your work.
25. 25
In the first step as we said she should write down what she is currently
doing. Below what we got from her
10%
10%
25%
25%
15%
15%
Current state - your guess Current state - data based Future state
Email and administration tasks Accounting Marketing initiatives Negotiations with suppliers Planning new campaigns Clothes design
Division of the time into following tasks
In %
26. 26
In the second step you measure and see how it your actual involvement
in the activities. Below what Sophie actually is doing
10%
30%
10%
20%
25%
10%
25%
15%
15%
15%
15%
10%
Current state - your guess Current state - data based Future state
Email and administration tasks Accounting Marketing initiatives Negotiations with suppliers Planning new campaigns Clothes design
Division of the time into following tasks
In %
27. 27
In the 3rd step you have to define how the future will look like. Below
what Sophie wants. This determines what we should delegate
10%
30%
15%
10%
20%
5%
25%
10%
5%
25%
15%
15%
15%
15%
30%
15%
10%
30%
Current state - your guess Current state - data based Future state
Email and administration tasks Accounting Marketing initiatives Negotiations with suppliers Planning new campaigns Clothes design
Division of the time into following tasks
In %
28. 28
Calculation value of time –
Case Study
Deciding which work you
can delegate
Value of time
Delegating not always and not in all conditions make sense. We will
discuss this in the next few lectures
29. 29
We will use for that a short cases study
Should Maria delegate some of
her everyday work?
31. 31
Whether you clean, cook, wait in the line you are effectively using your
precious resource that is also limited – the time
32. 32
Time like money is limited and you can exchange between each other
Time Money
33. 33
Whenever we are looking at a activity there will be 2 components. We calculate
the value of time to know the tradeoffs and be able to compare
Activity
Money Time
Preparing a meal
$ 5 1 hour
$ 5 $ 20
$ 25
Eating a meal at restaurant
$ 30 0.5 hour
$ 30 $ 10
$ 40
34. 34
Now let’s see how you calculate the value of time
# of hours devoted
to activity
x
Hourly wage / salary
net of taxes
=
Value of 1 hour
expressed in money
36. 36
Let’s imagine that you want to help Maria use her time wisely. Therefore,
you want to show how much she invest in daily things expressed in money
37. 37
There are a few things that we know about Maria
She earns EUR 40 per 1 hour
after deducting taxes
She cooks every day. It takes 1
hour to prepare a meal
She cleans the house every
week. It takes 4 hours to clean
She shops every second day. It
takes her 1.5 hours per 1 visit
38. 38
How to use the value of your time
to make decisions?
39. 39
You can use the value of time for 3 things
Make-or-buy analysis Spend less
You can use the value of time to do
the so called make it or buy it
analysis
In make-or-buy analysis you try to
see what makes sense: to do
something on your own (i.e.
cleaning) or to delegate this to
somebody else, buy the service or
product
In some cases you may decide to
do something on your own even
though the price of buying it is
lower than the value of time you
devote to it
You do it when you are stranded
for cash, but you have time that
you can use to do some tasks to
save cash
Earn more
In cases when you can turn your
time into more money you can use
the result of the make-or-buy
analysis and decide to delegate
some things to other people / firms
The saved time you should put to
working more / earning more to be
able to pay to the supplier of
services / products that you
decided not to do
40. 40
In a sense you can use the following criteria to decide what to do
Make-or-buy
analysis
Is the price
lower than the
value of your
time?
Do you need the
cash
Can you turn
additional time
into additional
money
YES
Do the thing on
your own
NO
YES
Buy the thing
and start
working more
Do the thing on
your own
YES
NO
Decide using
other criteria i.e.
happiness
NO
42. 42
We are back to Maria. Using previous case study we will try to decide
which activities she should delegate using the make-or-buy analysis.
43. 43
Below some information on Maria and meal preparation
She earns EUR 40 per 1 hour
after deducting taxes
She cooks every day. It takes 1
hour to prepare a meal
She uses food that costs per
meal EUR 5
She can order food to be
delivered at price EUR 10
44. 44
Below some information on Maria and how she cleans the house
She cleans the house every
week. It takes 4 hours to clean
She can hire somebody to clean
instead of her
1 cleaning would cost EUR 60
45. 45
Below some information on Maria and how he does shopping
She shops every second day. It
takes her 2 hours per 1 visit
She can order online and save
1.5 hour per 1 purchase
Delivery would cost on average 5
EUR per delivery
50. 50
You have to follow some rules to make delegation successful
Same standards as you
Use your templates
Trained by you
Control tool
Same philosophy of work
Ordering tool
Manage capacity for delegation
51. 51
Examples of delegation from management consultants –
Option 1
Write in pencil
presentation
Template in
Power Point
Conduct analysis
for the slides
Fill in slides
Person performing the task
Overview and
modifications
Additional
analyses
Visual
modification
Final overview
You
1 day
sb
x day Duration of task
performance
You
2 days
You
14 days
You
4 days
You
1 day
You
2 days
You
2 days
You
1 day
52. 52
Examples of delegation from management consultants –
Option 2
Write in pencil
presentation
Template in
Power Point
Conduct analysis
for the slides
Fill in slides
Overview and
modifications
Additional
analyses
Visual
modification
Final overview
PM / Associate
1 day
Business Analyst
2 days
Business Analyst
14 days
Business Analyst
4 days
PM / Associate
1 day
Business Analyst
2 days
Visual Assistant
2 days
PM / Associate
1 day
Person performing the task
sb
x day Duration of task
performance
53. 53
Have a look at what gives you delegating in terms of money
PM / Associate 27 day
Business Analyst
Visual Assistant
0 days
0 days
Option 1 – You do everything Option 2 – You delegate whatever you can
PM / Associate 3 day
Business Analyst
Visual Assistant
22 days
2 days
Cost of the project = 27 K Cost of the project = 10 K
55. 55
Business Analyst
170 170 x # of BAs
Deliver on deadline high quality of
analyses
Make the team deliver on deadlines high
quality of analyses
Manage relations and conflicts with the
customer
Sell new projects
Project Manager
Your work as a Project Manager is totally different then the work of a business
analyst or consultant
56. 56
A good project manager doesn’t work
directly. He manages people and relations
57. 57
This means that some things you should avoid doing
Create Slides
Perform Analyses
Gather Data
Sketches slides
Checks the presentation
Inspire / suggests analyses
Ask for data
Checks analyses and suggest
changes
Checks integrity of data
Avoid doing
Things you should
do instead
58. 58
To manage you need 2 main tools that will help you keep track of the
project and the people
Presentation template
To-do list
Storage
Communication with the team
59. 59
As said previously as a PM your day will be mainly about meeting with
customer’s directors, but you should spare some time for the team as well
Status Update
Meetings with customer team
Analyzing & Checking
9:30-10:00
10:00-15:00
Meetings with customer team
Meetings with customer team
Meetings with customer team
Status Update
15:00-17:00
17:00-18:00
60. 60
There are some rules for that will make it easier for you to manage your
team
Daily updates with the team
Weekly update with the
customer
Internal Deadlines very
aggressive
Get early buy-in
From the beginning create end
products
Transfer end-products to the
customer
Educate the customer how to
use the products
Double check integrity of data
62. 62
As a CEO you have to decide what to do and what NOT to do. What you
do should have significant impact on EBITDA
63. 63
The easiest way to approach your subject it to have some threshold value that
helps you decide should you be the one to deal with a certain subject or not
EBITDA of the business
Time you spend as a CEO of the
business
64. 64
If your company generates USD 24 M EBITDA and you spend on average 2 400
hours a year it means that every hour of your engagement should generate on
average USD 10 K
USD 24 000 K
2 4000 hours
= USD 10 K / hour
65. 65
If this is not enough below some tips of things to do and NOT to do as a CEO
Manage current issues
directly
Manage directly big teams
or a whole area
Avoid doing
Things you should
do instead
Analyze things in person
Provide answers
Manage projects
React to (potential) crises
Manage your personal
team
Look for threats &
opportunities
Question what and how
you do things
Educate and spread your
values
66. 66
For more details and content check my online course where you can find case
studies showing analyses along with detailed calculations in Excel
Delegation for Management
Consultants & Managers
$190
$19
Click here to check my course
69. 69
So far we have discussed the essential concepts when it comes to delegation. Now we
will see how you should delegate in practice and which way of delegation to choose.
70. 70
In this section we will have a look at the following thigs
Gradual Delegation
Paths that you can take
when you delegate
Things you have to define
before you delegate the
work
Fast delegation
Who should you delegate
to
72. 72
If you want to delegate work, you have to define the following things
Time Rough solution Complexity level Resources
How much time is needed to
complete the tasks or the
project?
What is the deadline for each
stage?
What is the final deadline?
What is the timeline?
When we should put
checkpoints?
What is the scope of work?
Draft him how the solution
should look like
Pay attention to the critical
elements that will decide
about the success of the work
What should be the level of
complexity of the solution you
want to get?
How deeply we should go into
a given subject?
What resources are needed to
complete the work?
Does the person that will do
the job have access to the
following resources that may
be required to finish the tasks
or projects:
o People / Team members
o Money
o Data
o Assets
o Tools
74. 74
Let's imagine that Anna has to prepare a report about the kid's fashion industry
in European Union (EU). Help here define the work so she can delegate it.
75. 75
A few information about the Anna and report she needs to prepare
Anna is working in Consulting company
based in Poland
She needs to prepare report about kid's
fashion industry in European Union (EU)
She has only 2 weeks to finish the report
Let’s think how she should define the
work so she can delegate it to BAs
76. 76
Use the framework that we have discussed
Time Rough solution Complexity level Resources
How much time is needed to
complete the tasks or the
project?
What is the deadline for each
stage?
What is the final deadline?
What is the timeline?
When we should put
checkpoints?
What is the scope of work?
Draft him how the solution
should look like
Pay attention to the critical
elements that will decide
about the success of the work
What should be the level of
complexity of the solution you
want to get?
How deeply we should go into
a given subject?
What resources are needed to
complete the work?
Does the person that will do
the job have access to the
following resources that may
be required to finish the tasks
or projects:
o People / Team members
o Money
o Data
o Assets
o Tools
78. 78
Just as a reminder Anna has to prepare a report about kid's fashion industry in
European Union (EU). Define the work that she should delegate to her Business Analyst
79. 79
A few information about the Anna and report she needs to prepare
Anna is working in Consulting company
based in Poland
She needs to prepare report about kid's
fashion industry in European Union (EU)
She has only 2 weeks to finish the report
Let’s think how she should define the
work so she can delegate it to BAs
80. 80
Let’s have a look what Anna should prepare before she delegate the work
Time Rough solution Complexity level Resources
First, Anna should prepare the
project timeline
The report should be done in
14 days
The business analyst will need
around 10 days to prepare the
report
Anna will need around 3 days
to double check the work
Next, Anna should prepare the
draft and define the scope of
the report
The report should have about
100 pages
Based on previous experience,
report should contain
following chapters:
o Market landscape
o Market sizing
o Main competitor
o Drivers and challenges
o Market trends
Due to time restriction the
report will be based not on all
EU countries but only those
countries that make up 80% of
the EU population
Anna should also decide what will
be the level of report complexity
What kind of analyses will
be used
What kind of tools will be
used
To prepare the report her team
will need:
Access to databases and
market reports
Report draft and the scope
Information about
complexity level
Specialist support in
fashion industry
81. 81
Let’s have a look how to specify the time needed to complete the tasks
Project timeline Duration of the task
Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9
Day
10
Day
11
Day
12
Day
13
Day
14
Research
Analysis
Check point
First draft of the report
Check point
Final version of the
report
Check point
Deadline
Business analyst
Manager
82. 82
Let’s have a look how to prepare the draft of the report
Chapter 1
Market landscape
Sketch of report
Chapter 2
Market sizing
Chapter 3
Main competitor
Chapter 4
Drivers and challenges
Chapter 5
Market trends
Market segmentation – 10 pages
Market characteristics – 10 pages
Market size – 10 pages
Market size and forecast in the next 5 years – 10 pages
Main competitors on selected markets – 15 pages
Market drivers – 5 pages
Market challenges – 5 pages
Growing industry for kids' products – 10 pages
Increasing number of births of children – 10 pages
Summary
Summary of the report – 5 pages
83. 83
As we said due to limited time we apply 80/20 rule and concentrate on
top 10 countries in EU
Population of EU members in 2 groups
In mln of people
10
365
17
93
# of countries Population
Top 10 countries Remaining 17 countries
84. 84
Let’s have a look how to determine the complexity level of the report
Level 2
Complexity level of the project
Level 3
Level 4
Report
Analysis in Excel
Power point presentation with in-depth market analysis
Report
Analysis in Excel
Power point presentation with in-depth market analysis
Interviews with market specialists
Level 1
Report
Report
Analysis in Excel
Level 5
Report
Analysis in Excel
Power point presentation with in-depth market analysis
Interviews with market specialists
Additional analysis
85. 85
I would also recommend that Anna drafts in paper and pencil crucial
elements of the report
87. 87
Imagine that Jack would like to carry out a small renovation and paint walls. Let’s
have a look at what he should prepare before he will delegate the work.
88. 88
A few information about the Jack and his flat renovation
Jack I lives in Spain in Alicante
He would like to renovate his flat and
paint walls in 3 rooms
He needs to paint around 200m2 of walls
in 3 days
Let’s think what he should prepare to
delegate the work to the worker
89. 89
Use the framework that we have discussed
Time Rough solution Complexity level Resources
How much time is needed to
complete the tasks or the
project?
What is the deadline for each
stage?
What is the final deadline?
What is the timeline?
When we should put
checkpoints?
What is the scope of work?
Draft him how the solution
should look like
Pay attention to the critical
elements that will decide
about the success of the work
What should be the level of
complexity of the solution you
want to get?
How deeply we should go into
a given subject?
What resources are needed to
complete the work?
Does the person that will do
the job have access to the
following resources that may
be required to finish the tasks
or projects:
o People / Team members
o Money
o Data
o Assets
o Tools
91. 91
Just as a reminder we are helping Jack renovate and paint walls. Let’s
have a look what he should prepare before he will delegate the work.
92. 92
A few information about the Jack and his flat renovation
Jack I lives in Spain in Alicante
He would like to renovate his flat and
paint walls in 3 rooms
He needs to paint around 200m2 of walls
in 3 days
Let’s think what he should prepare to
delegate the work to the worker
93. 93
Let’s have a look what Jack should prepare before he delegate the work
Time Rough solution Complexity level Resources
Jack has only 3 days off
During 2 days the worker
should finish his work
Jack will have 1 day to clean
up the flat
Jack would like to paint
kitchen, living room and
bedroom
The worker will have to paint
around 200 m2 of walls
Jack should choose different
paint colors and order the
exact colors
He should try samples on walls
a few weekends ahead of
painting to make sure that the
color is matching his
expectations
He should prepare a special
list with information what
color should be painted in
which room
He may put the box with the
paint in the room where it will
be used
Some walls are damaged so
before they will be painted
they should be primed and
sanded
Additionally, on one of the
walls, Jack would like to have
painted colored pattern
Before the renovation will start,
Jack will need to order:
Paints in different colors
Brushes
Ladder
Products to clean up
95. 95
There are two paths that you can take when you delegate work. In the
next few lectures, I will show you how you can use them in practice.
96. 96
In this section, we will talk about the two following paths of delegation
Gradual delegation Fast delegation
0%
20%
40%
60%
80%
100%
0% 20% 40% 60% 80% 100%
%
of
your
commitment
% of work done
0%
20%
40%
60%
80%
100%
0% 20% 40% 60% 80% 100%
%
of
your
commitment
% of work done
97. 97
Let’s have a look how we can define the gradual delegation
Project Manager Business Analyst
98. 98
Let’s have a look how we can define the gradual delegation
Project Manager Business Analyst
99. 99
You first transfer part of the work and check whether there are no
problems
Project Manager Business Analyst
100. 100
Once you see that the quality of work is matching your expectations you
delegate next items
Project Manager Business Analyst
101. 101
On every stage you provide feedback, control the quality and change
processes, tools etc. to make sure that the work is done properly
Project Manager Business Analyst
102. 102
On every stage you provide feedback, control the quality and change
processes, tools etc. to make sure that the work is done properly
Project Manager Business Analyst
103. 103
After a few weeks or months you will have fully transferred everything
and you can enjoy your glass of wine waiting for results
Project Manager Business Analyst
104. 104
Let’s have a look how we can define the fast delegation
Project Manager Business Analyst
105. 105
The starting point is the same as in the case of gradually delegation. The
manager is overwhelmed with work
Project Manager Business Analyst
106. 106
However, in fast delegation the shift of work is instant.
Project Manager Business Analyst
107. 107
Check the video on YouTube for more details
Click here to go to the video
109. 109
Gradual delegation helps you control the situation and make sure that the work will be
done according to your standards. Let’s discuss when and how it can be used.
110. 110
Let’s have a look when you can apply gradual delegation
You have previous
experience
You know the area you are
delegating inside out
You understand the project
stages
You understand potential
risks
You want to improve team
competences
You are fine with the short-
term inefficiencies
111. 111
Define the goal Shape up the work
Gradually delegate
the work
Monitor and control
at every stage
Evaluate work and
provide feedback
Define which tasks
from those you are
responsible for can
be delegated to
others
Define what should
be done
Define at the right
level of abstraction
what should be
done and how it
should be done
Create the
guidelines for
persons who will be
responsible for the
implementation of
tasks (tools,
timelines, working
conditions,
controlling process)
Delegate tasks
gradually
Do not delegate all
tasks at once
Control the team's
work according to a
predetermined
schedule
Thanks to that the
work will be done
well and effectively
because you can
react quickly to
emerging problems
or risks
Evaluate the work
Provide necessary
feedback
Receive the final
task / project
Let’s have a look how the process of gradual delegation look like
112. 112
Check the video on YouTube for more details
Click here to go to the video
114. 114
Let’s imagine that a small company that creates online courses would like to increase the
number of created courses. Let’s have a look at how they can do it by gradually delegating work.
115. 115
The company is based in Central Europe
Currently all courses are created by one
person – a manager
Preparation of one course consists of 5
stages
A few information about the firm
The owner would like to increase the # of
courses and decrease costs
116. 116
Shape-up
Preparation of
Materials
Movie shooting Editing the movies
Check the movies
and upload the
material
Let’s have a look from what stages the preparation of courses process
consist of – Before
Manager Manager
15 20
Manager
10
Manager
200
Manager
8
Who does
it?
Required
man-hours
to do it
118. 118
Just as a reminder we are helping a small company that creates online courses delegate work from
Manager to Business Analysts. This we hope will increase the # of course created per month by the team.
119. 119
The company is based in Central Europe
Currently all courses are created by one
person – a manager
Preparation of one course consists of 5
stages
A few information about the firm
The owner would like to increase the # of
courses and decrease costs
120. 120
Shape-up
Preparation of
Materials
Movie shooting Editing the movies
Check the movies
and upload the
material
Currently everything is done by a Manager
Manager Manager
15 20
Manager
10
Manager
200
Manager
8
Who does
it?
Required
man-hours
to do it
121. 121
Shape-up
Preparation of
Materials
Movie shooting Editing the movies
Check the movies
and upload the
material
First we should delegate the most time consuming and least added
value stage – editing
Manager
15 28 13
Business Analyst
200
Manager
8
Who does
it?
Required
man-hours
to do it
Manager Manager
122. 122
Shape-up
Preparation of
Materials
Movie shooting Editing the movies
Check the movies
and upload the
material
In Step 2 we delegate the preparation of materials
Manager Business Analyst
15 28 13
Business Analyst
200
Manager
8
Who does
it?
Required
man-hours
to do it
Manager
123. 123
Shape-up
Preparation of
Materials
Movie shooting Editing the movies
Check the movies
and upload the
material
In Step 3 we also decide to delegate shooting of movies
Manager Business Analyst
15 28 13
Business Analyst
200
Manager
8
Who does
it?
Required
man-hours
to do it
Business Analyst
124. 124
Shape-up
Preparation of
Materials
Movie shooting Editing the movies
Check the movies
and upload the
material
In Step 4 we get rid of the final stage
Manager Business Analyst
15 28 13
Business Analyst
200 8
Who does
it?
Required
man-hours
to do it
Business Analyst Business Analyst
125. 125
Shape-up
Preparation of
Materials
Movie shooting Editing the movies
Check the movies
and upload the
material
We also have to take care of resources and do some changes to how we
do currently the things to support the delegation
Manager Business Analyst
15 28
Business Analyst
13
Business Analyst
200 8
Who does
it?
Required
man-hours
to do it
Required
resources
Changes we
have to
make
Templates of
presentation, analysis
Checklists
Templates of slides
Camera
Software for screen
capturing
Software for movie
editing
Stock Resources
(photos, movies,
soundtrack)
Create procedures
Standardize content
Create slides
templates and library
of slides
Create procedures Create procedures
Crete checklists
Business Analyst
126. 126
Let’s summarize the delegation impact
253
64
36 23 15
200
228 241 249
Current State Step 1 - delegate editing Step 2 - delegate editing,
material preparation
Step 3 - delegate editing,
material preparation, movie
shooting
Step 4 - delegate all except for
shape-up
Manager
Business Analyst
Number of man-hours required to prepare 1 course
In hours
128. 128
Imagine that Alex is owner of the small coffee shop. She would like to hire
an assistant who will help her with customer service
129. 129
A few information about the Alex coffee shop
Alex is the owner of the small coffee
shop in Poland
She sells coffee, cakes, sandwiches
and quiches
Alex has many customers and needs
to hire an additional person to help
Let’s think how Alex can delegate
work to the new employee
131. 131
Just as a reminder we are helping Alex – the owner of the small coffee shop. She
would like to hire an assistant who will help her with customer service
132. 132
A few information about the Alex coffee shop
Alex is the owner of the small coffee
shop in Poland
She sells coffee, cakes, sandwiches
and quiches
Alex has many customers and needs
to hire an additional person to help
Let’s think how Alex can delegate
work to the new employee
133. 133
Define the goal Shape the work
Gradually delegate
the work
Monitor and control
at every stage
Evaluate work and
provide feedback
Due to the growing
number of
customers, Alex
needs help in
serving customers
in her coffee shop
Because the new
employee does not
know the processes
in the coffee shop,
Alex prepared for
him materials and
manuals about
working in coffee
store
She also wrote
down some
instructions what
are stages of
customer service
At the beginning
Alex will need help
in the sales hall
For first month new
employee will be
responsible for
serving food and
cleaning sales hall
After one month
the new employee
will be working on a
cash desk
Every morning Alex
will discuss with the
employee what
should be done
During work day
she will check how
the new employee
deals with customer
services and what
are the customers
reactions to him
At the end of the
day she will discuss
with him what he
did correct and
what he should
work on
After a three-month
trial period she will
review and evaluate
the work of the new
employee and
decide about his
further future in her
coffee shop
Let’s have a look how the process of gradual delegation should look like
135. 135
Fast delegation is a different beast. In fast delegation, you hand over the whole work to
somebody. You still should try to make sure that the work is done according to your expectations.
136. 136
You don't have prior experience
You don’t have necessary information or
expertise to complete the task
You don’t have adequate resources or
time
You need fast results
Let’s have a look when usually people decide to use fast delegation
137. 137
Identify and map
what should be done
Find the right person
Specify the
requirements for
this person and her
work
Monitor and control
Evaluate work and
provide feedback
Define what should
be done and when
it should be done
Define who you
may need to
complete the task /
project (what kind
of skills,
competence,
experience you
need)
Find the right
person or a firm
that will be
responsible for the
implementation of
the task / project
If the choice is more
complicated and
requires many
criteria create a
ranking
Define what and
when should be
done
Establish goals that
will help you decide
whether the work
was properly done
Specify KPIs,
standards, quality
assurance that will
allow you to control
the work
Monitor and control
the chosen person
at every stage of
work
Evaluate the work
Provide necessary
feedback
Receive the final
task / project
Let’s have a look how the process of fast delegation look like
138. 138
Check the video on YouTube for more details
Click here to go to the video
140. 140
Imagine that you are helping a CEO of a cosmetics firm. You would like to hire two new
Directors. Let’s have a look at how you can use the fast delegation path in this case study
141. 141
A few information about company
The cosmetic company operates in 5 EU
countries
Due to the expansion of the company
you would like to hire 2 new Directors
You are looking for Director of
Operations and Director of Sales
Let’s think how you should prepare to
fast delegation
142. 142
Identify and map
what should be done
Find the right person
Specify the
requirements for
this person and her
work
Monitor and control
Evaluate work and
provide feedback
Define what should
be done and when
it should be done
Define who you
may need to
complete the task /
project (what kind
of skills,
competence,
experience you
need)
Find the right
person or a firm
that will be
responsible for the
implementation of
the task / project
If the choice is more
complicated and
requires many
criteria create a
ranking
Define what and
when should be
done
Establish goals that
will help you decide
whether the work
was properly done
Specify KPIs,
standards, quality
assurance that will
allow you to control
the work
Monitor and control
the chosen person
at every stage of
work
Evaluate the work
Provide necessary
feedback
Receive the final
task / project
Use the framework we have discussed
144. 144
Just as a reminder we are helping a CEO of a cosmetics firm. You would like to hire two
new Directors. Let’s have a look how you can use fast delegation path in this case study
145. 145
A few information about company
The cosmetic company operates in 5 EU
countries
Due to the expansion of the company
you would like to hire 2 new Directors
You are looking for Director of
Operations and Director of Sales
Let’s think how you should prepare to
fast delegation
146. 146
Identify and map
what should be done
Find the right person
Specify the
requirements for
this person and her
work
Monitor and control
Evaluate work and
provide feedback
You are looking for
a Sales Director
who will manage
the Sales
Department in your
cosmetics firm
He has to find new
customers, take
care of existing
ones and provide
feedback for
product
development
Sales Director
should have at least
3-5 years of prior
experience in a
similar position
Should have
advanced
knowledge about
consumer goods
Preference will be
given to people that
worked in similar
firms before
Create a ranking
and meet with 20
potential
candidates before
you select
CEO expects:
o Increase
monthly sales to
EUR 5 M
o Increase in 6
months sales by
20% YoY
o Find new 10
customers
(retail chain, e-
commerce etc.)
o Improve sales
processes
Discuss and agree
resources
Define and
communicate KPIs
Discuss with the
Sales Director his
work at weekly
meetings
Monitor his work
based on monthly
reports showing
activities & results
Talk with people
who work with new
Sales Director to be
able evaluate his
work from different
angles
Ask the Why: why
he does something,
why he is not doing
other things, etc.
After a six-month
trial period you will
review and evaluate
the work of the
Sales Director
Decide about his
further future in
company
Let’s have a look how the process of fast delegation to Director of Sales should
look like
147. 147
Identify and map
what should be done
Find the right person
Specify the
requirements for
this person and her
work
Monitor and control
Evaluate work and
provide feedback
You are looking for
a Director of
Operations who will
be responsible for
the growth and
profitability of your
cosmetic company
He has to introduce
lean manufacturing
into your firm,
improve quality and
lower costs
Operations Director
should have at least
3-7 years prior
experience in
production and
operations
Should be data
driven
Preference will be
given to people that
worked in the
similar firms before
Create a ranking
and meet with 20
potential
candidates before
you select
CEO expects:
o Supervise
Production, &
Supply Chain
o Lower Inventory
by 10%
o Improve order
realization to
98%
o Prepare
expansion plan
in line with the
overall strategy
o Lower costs by
10%
Discuss and agree
resources
Define and
communicate KPIs
Discuss with the
Director his work at
weekly meetings
Monitor his work
based on monthly
reports showing
activities & results
Talk with people
who work with new
Director to be able
evaluate his work
from different
angles
Ask the Why: why
he does something,
why he is not doing
other things, etc.
After a six-month
trial period you will
review and evaluate
the work of the
Operations Director
Decide about his
further future in
company
Let’s have a look how the process of fast delegation to Director of Operations
should look like
149. 149
Now let’s devote some time to decide who should you delegate to the work. We will
discuss the general framework of how to select the right person or firm to do the job
150. 150
Define what should
be done
Define the
competences you
will need
Choose / recruit the
right person
Introduce this
person to the topic
Delegate
Define what should
be done
Define how it
should be done
Based on what
should be done,
define what kind of
competencies you
are looking for (area
and level)
In addition to
competence, define
personality you are
looking for
Create a list of
potential people
and firms that could
do the work
You can consider
people from you
team, from your
firm but other
departments, newly
recruited people or
firms
Prepare the criteria
which you will use
to assess the
candidate
Meet and gather
data
Create a ranking
Pick the person or
the firm
Provide the
selected person or
the firm with the
most important
information about
the task / project
Check the
availability of this
person / firm
Agree details as we
have discussed
previously: time
constraints, rough
solution, complexity
level, resources
Communicate the
rough solution,
complexity level,
time constraints
and discuss
resources to the
person / firm that
will do the job
Provide resources
Check
Let’s have a look how you can decide who should you delegate to
151. 151
I will show you how to pick the person, firm that should do specific
project using nice case study
Creating PMO in a drugstore
chain
152. 152
But before that let’s first learn how to create a ranking using a bit
different case study
How to pick the perfect
boyfriend?
154. 154
Let’s imagine that you were to help Maria pick the
ideal guy / boyfriend. For this try to use rankings.
155. 155
There are a few things that we know about Maria
She has 4 potential candidates
She wants her boyfriend to be
nice, intelligent, good looking
From her perspective his
earnings and assets matter
She is not sure about importance
of specific criteria
160. 160
Creating an expansion strategy requires you to do a number
of things
Define criteria and
weights for the
criteria
Gather data on the
markets
Create the ranking
of markets to enter
Define limits that
you have
Set priorities
4-6 criteria on the
basis of which you
will value specific
markets
Ranking on the
basis of criteria and
weights created
Money for
expansion
People for
expansion
Logistics
Lead time due to
your supply chain
Limitation in stock
162. 162
Imagine that you are working for fashion player from Spain that wants
to expand abroad
He currently has 310 stores in Spain
He wants to decide where to
expand now
He takes into account 4 criteria
Estimate potential size and
attractiveness of markets
163. 163
Just as a reminder creating a ranking of countries consist of the following
stages
Define criteria and
weights for the
criteria
Gather data on the
markets
Create the ranking
of markets to enter
Define limits that
you have
Set priorities
4-6 criteria on the
basis of which you
will value specific
markets
Ranking on the
basis of criteria and
weights created
Money for
expansion
People for
expansion
Logistics
Lead time due to
your supply chain
Limitation in stock
164. 164
In our case we will use 4 criteria and we will estimate the size of markets
using the population and the number of current stores
GDP per capita PPP
Similarity in product range
Competition level
Share of online sales
Criteria for
measuring the
attractiveness of
the market
Potential of the
market
Potential was measured using the size of the markets in terms of
potential number of standard stores
166. 166
Just as a reminder that you are working for fashion player from Spain
that wants to expand abroad
He currently has 310 stores in Spain
He wants to decide where to
expand now
He takes into account 4 criteria
Estimate potential size and
attractiveness of markets
168. 168
Potential
In number of standard stores
0
1 000
2 000
3 000
4 000
5 000
6 000
7 000
8 000
9 000
10 000
0,0 1,0 2,0 3,0 4,0 5,0 6,0 7,0
China
Russia + Asian
ex USRR
Malaysia
Indonesia
North America
South America
Turkey
Western Europe
Attractiveness
(1-Low; 10-High)
India
Eastern Europe
Africa
Let’s look how the potential is distributed between regions
170. 170
Let's imagine that a pharmaceutical company can’t decide to whom to delegate the creation
of the PMO department. Let's have a look at how we can select to whom to delegate this.
171. 171
A few information about the firm that we will be analyzing
The company is based in Poland
Company would like to create a PMO
department to manage current projects
They CEO would like to create a ranking
of possible options
The ranking will help the CEO to
improve the decision – making process
172. 172
Let’s have a look what possible options the CEO take into consideration
Option 1
The company's CEO will entrusts creation of the PMO department to the Operations Director who works in the
company
Director will be responsible for building the PMO department with a team of 3 experienced Business Analysts
recruited from consulting firms (at least 2 years of experience)
Operations Director has limited prior experience in project management
Description of the possible options
Options 2
The company’s CEO will entrust creation of the PMO department to Interim Manager that has experience in
building and running PMO
The Manager will be responsible for building the PMO department with a team of 3 Business Analysts recruited
straight from the university without any prior experience in analytical work.
He has 10 years of experience in project management and creation of PMO departments
The Interim Manager will have to train the Business Analysts, create tools and procedures to run the PMO
Option 3
The company’s CEO will entrust creation of the PMO department to Consulting Company
The Consulting Company will be responsible for building the PMO department with a team of 3 own Business
Analysts
They have 20 years of experience in project management and creation of PMO departments worldwide
They will run it for 1 year and later on hand it over to one of the directors in the firm
173. 173
For more details and content check my online course where you can find case
studies showing analyses along with detailed calculations in Excel
Delegation for Management
Consultants & Managers
$190
$19
Click here to check my course
176. 176
Efficient team management boils down to 3 things: applying the individual hacks,
we have talked about efficient cooperation and you refraining from working
177. 177
I will talk from the perspective of a manager of a team or project and we will
discuss some important points in this section
Why manager
should not work?
Values
Profile of the ideal
consultant
Structure for
cooperation
Critical Chain
Managing the team
in practice
Identifying
bottlenecks
Collecting
knowledge
179. 179
Business Analyst
170 170 x # of BAs
Deliver on deadline high quality of
analyses
Make the team deliver on deadlines high
quality of analyses
Manage relations and conflicts with the
customer
Sell new projects
Project Manager
Your work as a Project Manager is totally different then the work of a business
analyst or consultant
180. 180
A good project manager doesn’t work
directly. He manages people and relations
181. 181
This means that some things you should avoid doing
Create Slides
Perform Analyses
Gather Data
Sketches slides
Checks the presentation
Inspire / suggests analyses
Ask for data
Checks analyses and suggest
changes
Checks integrity of data
Avoid doing
Things you should
do instead
183. 183
If you want to do fast, efficiently good projects you have to have the right kind
of people. You can say that preparation starts with proper teaching
184. 184
You will achieve it only by defining and implementing 3 things
Values
Profile of the ideal
consultant
Structure for
cooperation
186. 186
Consulting is a teamwork so you have to define what values you want your team to
follow. This is crucial as it will be something that will be the bases for the team culture
187. 187
Before you start defining specific values it is good to decide on 2 important
issues
Specialist Generalists
You buy ready-
made people
You grow people
188. 188
Before you start defining specific values it is good to decide on 2 important
issues
Specialist Generalists
You buy ready
made people
You grow people
189. 189
In the case of my teams I always try to instill the following values
Independent
Creates value
Support the team
Data driven
Smart lazy
Efficient
Despise politics
191. 191
As we discuss previously you want to turn inexperienced graduates into
seasoned consultants. This gives you greater chances of success during the
project
192. 192
You will achieve it only by defining and implementing 3 things
Tools Skills Areas of expertise
Sales Marketing Operations Finance
Current level
Target level
Problem
Solving
Sketching
Presentations
Interviewing Managing
People
Excel Power Point Access VBA
194. 194
For your team to cooperate you should create and teach them standards,
templates as well as turn into modules as much as possible your process and
end-products.
Standards Templates
Modules Tools
196. 196
You should try to improve your team due to the so called to compounding
effect. It boils down to the fact that Even if the growth is small applied over
long period of time gives big end-results
= 2.6 x Start
Start x (1+10%)^10
199. 199
The first step in teaching is to described the ideal profile of your team
member and then measure where each and one of them is
Create the ideal
profile
Measure the current
level
Prepare materials Set the pace
Set time for teaching
/ learning
200. 200
As mentioned before, you should create the ideal profile and measure
everybody against it
Tools Skills Areas of expertise
Sales Marketing Operations Finance
Current level
Target level
Problem
Solving
Sketching
Presentations
Interviewing Managing
People
Excel Power Point Access VBA
201. 201
The first step in teaching is to described the ideal profile of your team
member and then measure where each and one of them is
Create the ideal
profile
Measure the current
level
Prepare materials Set the pace
Set time for teaching
/ learning
202. 202
Next step is to prepare the materials for teaching. In my case I went for on-
line courses not to waste my time on repeating the same things on and on
203. 203
We currently are somewhere half-way through to mapping all the things
that a business analyst and consultant has to master
23 40
204. 204
Next step is to set the pace for each person. In this case we want to calculate
how much time he has to devote to learning to get to the ideal level
Create the ideal
profile
Measure the current
level
Prepare materials Set the pace
Set time for teaching
/ learning
205. 205
Below an example of how you can estimate the pace
What is the
difference between
the ideal and current
state
Till when I want him
to reach the ideal
state
How many hours of
trainings this entails
What is the required
pace?
25 points 24 months 10 hours per training
(point of difference)
0.5 hour per day
207. 207
Team member
170 170 x # of people
Manager
Just as a reminder when we talk about team efficiency we want to get
as much as possible value from the available time of the team
208. 208
I will start with something that is called the critical chain. Then I will talk
about managing the team in practice and other important issues
Why manager
should not work?
Values
Profile of the
ideal consultant
Structure for
cooperation
Critical Chain
Managing the
team in practice
Identifying
bottlenecks
Collecting
knowledge
210. 210
One of the biggest problem for efficiency is the so called Parkinson’s
Law – Work expand so as to fill the time available for its completion
211. 211
People when asked to evaluate the time certain things will take build in
buffers
A B C
A + B + C
A + B + C
A B C Central buffer
Declared time
Buffer time
Real execution
213. 213
As mentioned previously I use 4 types of to-do list to control people and
projects
To be done
Managing me
Expecting from
others
Recurring items
Managing personal
team
Master list
Monika
Lidia
Michael
Lisa
Project done for
customers
Project A
Project B
Project C
Project D
Supervising startups
Startup A
Startup B
Startup C
Startup D
214. 214
For simplicity let’s assume that there are 4 people and 2 projects. 2
people are from your team.
Managing the teams
Monika
Lidia
Michael
Lisa
Managing the projects
Project A
Project B
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Task 11
Task 12
Task 13
Task 14
Task 15
Task 16
215. 215
You have to assign the topics to specific people, so it means double checking
through the to-do list of your team members and the to-do list of the project
Managing the teams
Monika
Lidia
Michael
Lisa
Project A
Project B
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Task 11
Task 12
Task 13
Task 14
Task 15
Task 16
Managing the projects
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Task 11
Task 12
Task 13
Task 14
Task 15
Task 16
216. 216
This means that you have to make 2 types of update. You check your people (team
assign to you). You also have to check the projects you supervise (also team
members not reporting to you)
Check the teams assigned to
you
Check projects status – for
project you are managing
Daily – 1-2 times a da for 15-30 minutes
Weekly – 30 minutes updates
217. 217
There are some rules for that will make it easier for you to manage both
type of teams
Don’t penalize for not meeting
deadlines
Set aggressive deadlines
Create fast Minimal Viable
Version
Do as much as possible using
other people
Let the team members make
mistakes
Be lazy
Create the to-do list and
communicate it
Stick to the topic
218. 218
For every day you should set up a calendar with slots. Doing things
should not be your priority
Status Update
Doer time
Analyzing & Checking
9:00-10:00
10:00-11:00
Meetings (Projects / Teaching)
Meetings (Projects / Teaching)
Doer time
Status Update
15:00-17:00
17:00-18:00
14:00-15:00
11:00-14:00
219. 219
How to manage your team?
Example from managing a consulting project
220. 220
To manage you need 2 main tools that will help you keep track of the
project and the people
Presentation template
To-do list
Storage
Communication with the team
221. 221
As said previously as a PM your day will be mainly about meeting with
customer’s directors, but you should spare some time for the team as well
Status Update
Meetings with customer team
Analyzing & Checking
9:30-10:00
10:00-15:00
Meetings with customer team
Meetings with customer team
Meetings with customer team
Status Update
15:00-17:00
17:00-18:00
222. 222
There are some rules for that will make it easier for you to manage your
team
Daily updates with the team
Weekly update with the
customer
Internal Deadlines very
aggressive
Get early buy-in
From the beginning create end
products
Transfer end-products to the
customer
Educate the customer how to
use the products
Double check integrity of data
223. 223
Let’s have a look how a 7-week project should look when it comes to execution
Project Start
Task 1
Additional Data Gathering
Analysis and slides preparation
Presentation of intermediate works
2 3 4 5 6 7
Transfer and teaching
End of the project
Creating the product using critical
chain method
Fine tuning
Getting buy-in
Overdelivering
Selling new projects
225. 225
Bottlenecks are dangerous as their hurt the efficiency of the whole system. For
you team to work smoothly you should constantly identify them and remove
them
226. 226
There are ways to handle the bottlenecks in most of the teams
Make team members more
universal
Monitor people and projects
Have buffers
Apply the critical chain method
Use tools to help people in
bottlenecks
228. 228
Every team or team members are creating interesting materials during
projects / activities
SMI
229. 229
As a company or a manager you should try to collect the knowledge
from them
SMI
230. 230
There are ways to support knowledge collections
Get the deliverables from every
project
Get the source data
Make the teams prepare lesson
learnt
Make the team members
create trainings
Rotate the people from the
teams
Go to some meetings to assess
the value
Make the teams create
instructions
Create tools that capture the
knowledge
231. 231
For more details and content check my online course where you can find case
studies showing analyses along with detailed calculations in Excel
Delegation for Management
Consultants & Managers
$190
$19
Click here to check my course