Leadership

Development
 McKinsey’s 7S
Change Model
Instead of supporting deep
analysis and large shifts,
the McKinsey 7-S model is great
for analyzing how coherent your
company is. If you know that you
need to change your act, but
you’re not sure what to do, this is
the change management model
for you.
By analyzing the following seven
aspects of your company and how
they affect each other, you will
highlight the changes you need to
make to create a united approach
to business: in other words, find
what to change before the need
arises.
Strategy Hard
• What is our strategy?
• What are the objectives and how do
we intend to achieve them?
• What makes us competitive and how
do we deal with competition?
• What environmental factors affect
the business and how do we keep
track of those factors?
Structure Hard
• What hierarchical structures does the
company have?
• What are the reporting mechanisms?
• How is the organization divided? E.g.,
Matrix or bureaucratic?
• How do the departments and
functions coordinate activities?
• Is decision making centralized or
decentralized?
Systems Hard
• What are the main systems that
support and drive the business? E.g.,
resource planning, financial reporting
and recording, information
management, communications, etc.
• What controls are there in the
organization and how is status fed
back?
Shared Values Soft
• What are the corporate values of the
organization?
• Do these values align with competitive
pressure and strategy?
• What is the internal culture like in the
workforce?
• Is the culture conducive to progressive
improvements?
Style Soft Skills Soft

• What is the general leadership
style of the organization?
• Is the leadership participative or
largely autocratic?
• Are there participative teams or
just merely groups of people?
• Are people empowered and
encouraged to be proactive and
challenge the norm?
• In line with the strategy and vision,
are there any skills gap?
• In line with operations at team
level, are there any skills gap?
• How are training and skills
monitored and evaluated?
• What are the strongest skills?
• What are the core competencies of
the organization or team?

Staff Soft

• What positions are vacant or need

to be filled?
• What competency gaps are needed
to be filled?
• What type of people and skills are
needed to support the other 6
elements of the organization?
 Components of Delegation

OUTCOME ACCOUNTABILITY AND SHARING ACTIVITIES APPROPRIATE

This must be known RESPONSIBILITY Both the delegator and AUTHORITY
and defined at the Both delegator and delegatee delegatee work The delegator selects
start of the delegation have an obligation to ensure together to accomplish the appropriate person
process the task is completed the task to delegate the task to
Why Delegate?

✓ To put skills and resources already in the

group to use
✓ To keep from overworking superiors
✓ To develop new leaders and build new skills
within the group
✓ Quicker way to get things done
✓ To prevent the group from building
dependence on some leaders
✓ To build the strength of the group
✓ To allow everyone be a part of the effort
and the success
✓ Group member are more committed if they
have a role and are needed
Right Task Questions to ask when determining the right task

✓ Is there potential for error? If there is a great potential

for error if the task is done incorrectly, delegate with
caution.

✓ How complex is the task? If the task is very complex,

delegate with caution.

✓ What problem-solving is required to carry out the task?

If significant problem-solving is required while
performing the task, delegate with caution.

✓ What is the predictability of the outcome? If in

completing the task there is potential for many different
outcomes, thus making the task require a higher level of
experience and competence, delegate with caution.
 Right
Circumstances
Delegating a task under the right circumstances
includes:

✓ Considering the pertinence of the task to the

organization (how important is the task to the
organization?)

✓ An awareness of the competence mix (what

array of competences does the delegatee have
to possess to perform the task satisfactorily?)

✓ Organization documents – the job descriptions,

policies, and procedures within the organization
will guide to whom what can be delegated.
Right Person Delegating a task to the right person includes:

✓ What skills/competence mix does the task require?

✓ What level of experience does the task require?

✓ Some tasks require a certain personality or attitude to

work to perform successfully, is that in your
consideration?

✓ Is your delegatee a lone wolf/one-man army? Or is

he/she teachable, willing to learn and follow
instructions?

✓ The complexity or importance of the task may

determine who you delegate to
 Right
Communication Clear and concise communication is imperative from
the delegator to the delegatee. This communication
should include the:

✓ Task, with clear expectations of what is to

be done, why it is being done, and when the
task should be completed

✓ Information that should be reported back

to the delegator and when that information
should be reported

✓ Expected outcome of the task (this must be

stated, specified and clarified. This must be
written down, depending on how important
the task is. The delegatee must be able to
tell you what the expected outcome is, in
his/her own words-to confirm
understanding)
 Right
Supervision The delegator must provide sufficient
follow up including:

✓ Checking on the progress of the task

✓ Checking on the outcome once the

task is completed

✓ Obtaining feedback on the completed

task from the delegatee

✓ Evaluating the effectiveness of the

delegation process with the delegatee
and giving feedback.
Levels of Delegation
4
3
2 Jobs others can do

Jobs others can do, but you can help

1 Jobs you can do, but others can help

Jobs you must do

Stages of Delegation
Why do People Fail to Delegate?

✓ Time constraints
✓ (task may have very tight deadline)

✓ Task too important to take risks

✓ “I can do it better” mentality

✓ “I don’t delegate because I enjoy the task.”

✓ Lack of confidence in subordinates

✓ Control
✓ (some superiors believe if subordinates can do what
they do, they may lose control or not be as relevant
anymore)

✓ Subordinate might do a better job (insecurity)

✓ Bosses may think the superior is not working

 Why do People
Resist Delegation?

✓ Lack of trust in themselves

✓ Difficulty in decision-making

✓ Poor superior-subordinate relations

✓ Lack of positive incentives

✓ Lack of information
 Delegator
The delegator must:

✓ Have a view of the big picture

✓ Select the appropriate activities to
delegate
✓ Select the appropriate staff to carry out
the activities
✓ Clearly communicate the expectations and
required follow up
✓ Follow up periodically while the task is
being completed
✓ Evaluate and provide feedback on the
effectiveness of the delegation to staff
 Delegatee

✓ A delegatee receives directions for what to

do from the delegator.

✓ The relationship between the two individuals

exists within the workplace environment or
through the workplace policy.

✓ The delegatee has the obligation to refuse

to accept tasks that are outside of his or her
training, ability, or job description.
Know Your People
“Just as it is difficult to lead if you
do not know where you are going,
it is also difficult to lead if you do
not know whom you are leading.”