Assertive Behaviour & Delegation

ASSERTIVE BEHAVIOUR & DELEGATION

Copyright Phil Sinclair t/a Leader’s-Edge (RSA)

Smashwords Edition

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The entire copyright of this publication including all intellectual rights are the property of the publisher. The book is sold subject to the condition that it shall not in full, or in part, by way of trade, or otherwise, be resold, hired out, copied or stored in an electronic retrieval system other than that of the purchaser, or circulated in any form without the publisher’s consent.

Phil Sinclair (Author) is well-known for his contribution to the publishing of training and self-development materials for young managers in his home country of South Africa. His audio seminars have been studied by more than 100,000 executives world-wide. He has received several prestigious international awards for his work in small business promotion. He is author of several books on Human Resources subjects and twelve internationally used management training programmes.

Phil is currently publications director for Leader’s-Edge (RSA) a business which has since 1984 specialised in publishing and distributing self-development materials for managers and aspiring leaders.

INTRODUCTION

Straightway let’s look at the benefits to you of reading and learning from this book.

Assertive Behaviour and Delegation are both skills of managing personal and interpersonal relationships within your daily role as a manager. By acquiring the skill of being assertive and also knowing how to delegate you can expect several real benefits. First you will be better able to deal with every situation that requires personal interaction. You will get more achievement out of your day and can expect more recognition for your achievements.

Second, you will find that you are better liked and better understood as a business manager, which is a big part of becoming a business leader.

Thirdly, another important part of becoming a business leader, is an ability to get more done, more effectively through those people who work with you, under you, and even above you.

And fourth, with what you will be learning here you will experience a significant rise in your own self-esteem.

You will learn to like yourself because you will have become more adept at personal interactions. You will be creating the right mental attitude and you will be doing the right things to cultivate a motivated following.

Contents

Part One ASSERTIVE BEHAVIOUR

Understanding Assertive Behaviour

The Assertive Management Style

Transactional Analysis

The Foundation of Human Behaviour

Self-examination

Maintaining a positive and assertive attitude

Games People Play

Planning the Confrontation

17-point Assertiveness Checklist

Conclusion

Part Two DELEGATION

Introduction

Reasons for Delegating

The Concept of Delegation

Interpersonal Relationships

The Work Assignment

Barriers to Effective Delegation

Effective Delegation

Conclusion

Part One

ASSERTIVE BEHAVIOUR

Assertiveness Behaviour is a skill that helps you move up from management, which often pushes unmotivated half-productive people from behind, to Leadership where you are at the head of a team of motivated, dedicated and productive followers.

The kind of words we hear in management today are, motivation, shared-vision, participation, mutual trust, employee involvement and teamwork.

These words seem to indicate a modern management style which is softer than the authoritarian style of yester-year where we heard words like;

obedience, order, control and hierarchy.

But modern management isn't softer, the contrast is that it's much more people oriented and democratic in style. This didn't come about because we've evolved naturally into caring sharing managers, it came about because this style of management and leadership has been proven to produce the best results in terms of productivity and profitability.

But democratic management brings with it a whole new set of demands on the manager, who can no longer sit in his ivory tower, passing down written orders and never meeting with anyone in particular on a personal level.

He, or she, must now continually meet face-to-face with employees, subordinates, peers and upper management. You must learn the skill of personal interaction to the extent that motivation and shared-vision become essential by-products of every such meeting. In short, you have to understand something of human behaviour, of different personality types and how to recognise them and how to deal with them.

You need to know how to influence changes in human behaviour in order to achieve your goals and those of your business... all of which needs to be done assertively.

So let's begin by examining what assertiveness is, in the management context and what it isn't.

Imagine that one of your workers, Peter Briggs, has been late for work three times in the last month. The first two times you decided to say nothing about it because Peter Brigg's attendance record has been pretty good till now. But you've been boiling up about it because