The Coaching Matrix – How to Manage Delegated Work

How to Manage Those Delegated To

by Andrew Cooke, Growth & Profit Solutions

This looks at how to assess what are the best ways to manage those doing delegated work.

delegate effectivelyThis follows on from a previous article – The Art of Effective Delegation – which provides a 5-step process for effectively delegating work.

Now you have delegated the work, how can you best manage those to whom you have delegated the work? Different people have different requirements and need to be managed in different ways.

Although the content of the work will vary, there are two key factors which can be assessed for each individual – their enthusiasm to do the work, and their level of skills.  This can be seen in the Coaching Matrix below.

Coaching Matrix for Delegated Work

Coaching Matrix

Assessing each individual for each delegated piece of work allows you to do two things: firstly, to identify the coaching method that will work best for each individual in doing the delegated work and; secondly, to identify what needs to be developed with each individual in order to move them to a position of trust.

The 4 Coaching Methods                               

1.      Supervise – Low Enthusiasm/Low Skill.

Here the individual has low levels of enthusiasm and skills in doing the delegated work.  Here you need to regularly review the work they are done and whether it is up to standard, and find out what motivates them.

2.      Motivate – Low Enthusiasm/High Skill.

The individual has low levels of enthusiasm and a high level of skills in doing the delegated work.  They are able to do the work, but are rather complacent or lazy about doing this.  You need to help them motivate themselves by enabling them to understand how they can benefit from doing so, or by creating peer pressure (e.g. ‘everyone at your level does this’), or having a suitable blend of carrot and stick.

3.      Instruct – High Enthusiasm/Low Skill.

Here the individual has high levels of enthusiasm and low skills in doing the delegated work.  They need to be instructed on how to do the work, this may include pairing them with someone who is skilled in doing this, or taking them through the task into separate stages and reviewing the work with them at each stage and checking their understanding.

4.      Trust – High Enthusiasm/High Skill.

Here the individual has high levels of enthusiasm and high skills in doing the delegated work.  This is the ideal place for a person to do the delegated work to be.  You can leave them to do the job and review once it has been completed, or just have them tell you when the work is done.

The Coaching Matrix for Delegated Work allows you to assess how you can best assist those to whom you have delegated the work, based on their levels of enthusiasm and skills for the work.  People, dependent on the work, will often be in different quadrants – so this helps you customise your approach to help them develop as necessary to get the work done effectively.

Use the worksheet below to help you determine what is needed for whom.

Delegated Work Worksheet

Delegation Worksheet

Remember, delegating effectively allows managers and leaders to free up time; ensure the work is down to the right person at the right level and on-time; helps to develop people and their capabilities, and allows the managers and leaders to focus on what is important – not just what is urgent.

So what are you going to delegate, to whom and how will you coach them to do the work effectively and to grow personally?


Click here to find out more about Andrew Cooke and Growth & Profit Solutions.

How to Retain Future Talent

Keeping top young managers – your future talent pipeline – is hard.  Find out what they are looking for so you can retain them for longer.

You have spent a lot of time, effort, resources and money in getting the best young managers – but are you managing to retain them?Recent research shows that often they are thinking about the next step, even if they seem fully engaged.  Furthermore, it seems that employee-development programs aren’t delivering what is needed to make them want to stay.A survey cited  in HBR found that of young high achievers – 30 years old, on average and with strong academic records, degrees from elite institutions, and international internship experience – found the following:

  • 75% sent out résumés, contacted search firms, and interviewed for jobs at least once a year during their first employment stint;
  • Nearly 95% regularly engaged in related activities such as updating résumés and seeking information on prospective employers
  • On average, they left their companies after 28 months.

So why is this?

When surveyed (see below), the biggest discrepancies found are those that cost the resources and time – namely coaching and mentoring where the largest gaps.  The need for personalized development and support for the high achiever’s professional and personal ambitions are key – especially in the case of a competitive market for these skills, and where a lack of such skills are being cited as one of the biggest barriers to business growth.

The Career-development Gap

Young managers were asked, on a scale of 1 to 5, how important are these items to them and to what extent their employers provided them.

Source: Monika Hamori, Jie Cao, and Burak Koyuncu

Why is there this disconnect? Formal training is costly and can take employees off the job for short periods of time. Employers are understandably reluctant to make big investments in workers who might not stay long. But this creates a vicious circle: Companies won’t train workers because they might leave, and workers leave because they don’t get training. By offering promising young managers a more balanced menu of development opportunities, employers might boost their inclination to stick around.

The reality is if you train them you have better opportunity to retain them for longer.  If you don’t then they may move or, alternatively, they may “quit and stay” – becoming disengaged and impacting others with their negativity.

Business is about people first and foremost.  If people are truly your greatest assets, and you believe it, then you need to invest in them to help them produce a greater return.  Look at how you can help them help you by sourcing a customized approach to coaching, mentoring and developing their leadership, management, and commercial skills to grow your business

How do you develop and nurture your high achievers?  What has worked for you and what has not?

Share your ideas, insights, and experience!  Share the knowledge, share the wealth!




Click here to find out more about Andrew Cooke and Growth & Profit Solutions.