y being transferred (including access to funds), time limits involved, and when and how results are to be reported. Managers should also put in writing all expectations, priorities, foreseeable probACCOUNTABILITY: Delegation is not complete unless subordinates are held accountable for their work. They should be accountable to only one person—usually their immediate manager—and must understand what criteria will be used in judging their performance. They must also understand that unless the job is done successfully, they will be replaced. Though ultimate accountability cannot be transferred and does rest with the manager, managers must be willing to support the actions and decisions of those in whom they have placed their trust. They must stand behind the results—whether good or bad.

DEFINING OBJECTIVES: Managers should write down all provisions discussed verbally, including the objectives of the assignment, the resources necessary to carry it out, the degree of authority being transferred (including access to funds), time limits involved, and when and how results are to be reported. Managers should also put in writing all expectations, priorities, foreseeable prob

what criteria will be used in judging their performance. They must also understand that unless the job is done successfully, they will be replaced. Though ultimate accountability cannot be transferred and does rest with the manager, managers must be willing to support the actions and decisions of those in whom they have placed their trust. They must stand behind the results—whether good or bad.

DEFINING OBJECTIVES: Managers should write down all provisions discussed verbally, including the objectives of the assignment, the resources necessary to carry it out, the degree of authority being transferred (including access to funds), time limits involved, and when and how results are to be reported. Managers should also put in writing all expectations, priorities, foreseeable prob

ed and does rest with the manager, managers must be willing to support the actions and decisions of those in whom they have placed their trust. They must stand behind the results—whether good or bad.

DEFINING OBJECTIVES: Managers should write down all provisions discussed verbally, including the objectives of the assignment, the resources necessary to carry it out, the degree of authority being transferred (including access to funds), time limits involved, and when and how results are to be reported. Managers should also put in writing all expectations, priorities, foreseeable prob

.

DEFINING OBJECTIVES: Managers should write down all provisions discussed verbally, including the objectives of the assignment, the resources necessary to carry it out, the degree of authority being transferred (including access to funds), time limits involved, and when and how results are to be reported. Managers should also put in writing all expectations, priorities, foreseeable prob

y being transferred (including access to funds), time limits involved, and when and how results are to be reported. Managers should also put in writing all expectations, priorities, foreseeable problems, and any other relevant information that can aid the subordinate. This written record not only increases clarity and avoids misunderstandings, but provides a useful record of the delegation.

REVIEW RESULTS, NOT METHODS: Once a task is completed, the manager and employee should sit down together and evaluate the results—not the methods. When results do not measure up to expectations, managers must access the consequences. They must determine why the employee failed and then check to see whether he or she misunderstood objectives and standards. Additionally, fault may be determined to lie with a manager who failed to make himself or herself readily available for assistance, a sign of insufficient coaching.