THE ART OF DELEGATION

The traditional career path in mortgage lending usually has a curve in it somewhere along the way. Sometimes the curve takes a 90 degree turn whisking a person from the production line to a supervisor over night. The decision to promote may be valid - when a supervisor quits the next person in line usually is the most knowledgeable about the department. Overlooked generally, is the true ability of that production person to be able to use the resources in the department including the most valuable resource - - the other employees. Bottom line - can this new supervisor delegate? Even if she / he can delegate - - the willingness to do so may simply be missing. The old saying “If you want something done right - just do it yourself” is not an effective motto for any supervisor. It especially does not work for the head of underwriting and it is a serious problem for a team leader in the processing department.

This article will explore the issue of delegating. In the complex mortgage industry, Department Heads and Team Leaders must stay abreast of new guidelines and programs while keeping the work flow steady. Fees and rates are one competitive advantage but good service and timely delivery are the driving force to attain company goals.

By delegating, a supervisor can boost productivity. A good supervisor learns quickly to zoom in on each staff members talents. A concentration on the people as well as the work load shows that the supervisor cares and is in touch with the human aspect of the workplace. Reorganizing job duties to give people a chance to actually do more and learn more means they will like their jobs more and productivity heightens. Take away their ability to contribute to the success (“Never mind, I’ll do it myself”) and the defeat can be devastating not only to morale but to productivity.

What to Delegate

To develop this critical skill, supervisors must learn what tasks to delegate and how to do so effectively. Routine tasks can and should be delegated, even if the supervisor can do these more quickly. Delegation of routine tasks opens up the supervisor’s time for more high end work.

To determine who can handle a task or project, a supervisor should ask these questions:

Do I really need to do this myself?
How can it be done faster or better?
What would be a better use of my time?
If at all, what part of the project can I delegate?
Who else can do this?

Whenever possible, supervisors, or team leaders should delegate all tasks that someone else can do - for example, opening mail, pulling loan files for follow up, outbound mail, filing and data entry. A supervisor who teaches subordinates exactly how to do these tasks correctly and effectively buys time - the time for their other high level tasks.

However, certain things such as training or discipline subordinates must never be delegated, nor should confidential projects such as commission calculations or certain company accounting functions.

Delegation How Tos

A good supervisor never “tells” a subordinate exactly how to do a job. A team environment that allows the team to figure out how they will tackle a job is best. The supervisor as coach must guide and outline parameters and be available for questions.

If the task is new, for example implementation of Desktop Originator into the workplace, the impact can be significant if not handled well. An overview of how the entire DO - DU system works gives everyone a chance to see how their particular role effects the others. Especially for new programs or events the supervisor needs immediate feedback from those assigned to the tasks so that delegation does not mean loss of control.

Delegation Must Haves:

An effective supervisor communicates to subordinates clearly when delegating using the following criteria:

• Provides information to handle the assignment
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• Explains how the task fits into the team
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• Specifically gives what steps are to be taken
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• Describes the scope of their responsibility
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• Gives them authority by explaining when can they make a decision and when should they bring it to the supervisor.

Many employees say that it is frustrating to have responsibility for a job without the authority to get it done properly. A smart supervisor paves the way for subordinates to deal with people in other departments so they are taken seriously and then are considered deputies not just lackeys.

A private evaluation of the work on an ongoing basis will give the supervisor and the subordinate a real sense of accomplishment and enhances communication.

Tips for newly promoted supervisors:

Practice delegating. Refuse to take over the loan file wherever a problem arises. If someone runs into a problem and tries to pass it off on you, offer advice and suggestions only. Do not let that file land on your desk until it is the right time for you to have it.

Use a delegation file. Many mortgage software products list each person assigned to a file for tracking purposes. If not, use a calendar follow up system that allows you to schedule reporting dates. Timely follow up lets others know you mean business.

Take time to teach a new skill. How many times have you put off delegating pieces of the work because it would mean time away from the job to train your assistant or a fellow co-worker? If you make time and take time to teach the required skill, you will be free of the task forever.

Don’t just solve problems - teach problem solving. Train yourself to discuss the problem when someone comes to you with a question. Ask them what they found. How would they solve it? What is the next step they would take? Then coach them to work with the best solution and guide them in the direction to solve the problem efficiently. You still need to monitor progress. Problem delegation does not absolve you of responsibility. You must make the effort to know how things are going in the department. Are deadlines being met? When and how are disclosures being mailed? Are follow up calls being made? Are closings being scheduled as you requested?

Delegation, as a tool, is the Swiss army knife of the loan industry. It can accomplish much and produce results if taken out of the tool box and used.

Client Tip ID: 9