Why, When, and How to Delegate: Making Effective and Ethical Use of Staff. Jon Fields Franchise Owner (715)

Transcription

1 Why, When, and How to Delegate: Making Effective and Ethical Use of Staff Jon Fields Franchise Owner (715)

2 Relationship & Personal Growth Management It s what you learn after you know it all that counts. John Wooden 2

3 Be Open to Change You have the answers this process will help you discover them This session is not about being right or wrong, it s about becoming more effective Is what you re doing now working or not? Don t be defensive -- focus energy on being more successful and happy Look at the results, not your intentions -- if you don t like some of your results, change! Adopt more effective beliefs, habits and strategies 3

4 Major Objectives 1. Be More Focused, Effective & Strategic 2. Increase Your Value to the Organization 3. Work Smarter, Not Harder 4. Enjoy a Richer Life Adopt a Strategic Mindset for Business and Life. Fully Implement the Principles of the 80/20 Rule. 4

5 Gut Check I crave more personal time, more freedom I feel, at times, like a prisoner to my career I say routinely, I didn t get anything accomplished today I feel like I m working too much, earning too little I feel out of control or stressed out I reactively tackle urgent matters instead of important matters I am caught working in the business instead of on the business I am juggling too much and feeling overwhelmed and frustrated I am chained to my desk, phone, pager, , etc. I am the chief go-to problem solver in my company I am wearing multiple hats in the company I am stuck doing everything myself Clutter, complexity, and confusion have overtaken my life 5

6 What Happened? Over time, we tend to become consumed by non-essential stuff (clutter) we get overwhelmed and distracted by details and low-priority, low-value activities We waste our time and talents on the wrong type of work We get so busy being busy, we lose sight of what is most important to us in our professional and personal lives As such, our lives become complex, cloudy, confusing and stressful We start to lose focus, miss opportunities, adopt bad habits, get in comfort zones, and make excuses Clutter and lack of clarity reduce our effectiveness, productivity, income and joy 6

7 You Are 100% Responsible For your situation/organization to change and improve, you must change and improve! You must change beliefs to change behavior You must re-engineer your mindset and escape old habits You must challenge some cherished assumptions You must try new strategies and approaches 7

8 The Vital Few The Most Important, High-Value Activities Highest and Best Use of My Time and Talents Task / Activity / Effort Strategy to Maximize 8

9 The Trivial Many Task / Activity / Effort Commitment Don t Do It (delegate/outsource) Delay Doing It (group with other) Downshift (scope/frequency) Destroy/Redesign 9

10 Strategic Business Concept Control is an illusion You cannot control everything and everyone you must leverage your people and/or available resources By trying to control everything, you: Create bottlenecks YOU! Risk exhaustion/burnout Limit the growth and potential of your people Limit the growth and potential of the business By yielding control, you gain greater freedom & results Focus on being in charge, not in control 10

11 What is a Strategic Manager? A Strategic Manager embraces leverage -- greater results with less time, effort & headaches -- works smarter, not harder Focused, Effective, Productive, Strategic Focuses on the entire business, not just the technical/legal work of the business Thinks and acts like an owner, not a glorified employee strategic mindset and priority management system Develops business plans, procedures and policies Excels at leadership, not doer-ship Leverages marketing and other peoples talents Learns to let go trust their people & systems 11

12 What A Strategic Manager Is Not A Strategic Manager is NOT a: Micromanager Perfectionist Control Freak Jack-of-all-trades Workaholic Dictator/Screamer I ll Do it Myself Martyr Hands-on Technician Glorified Employee 12

13 Rate Yourself as a Strategic Manager On a scale of 1-10 (10 = highest), rate yourself in each area: Knowing myself (talents and limitations) Thinking and acting like a leader, not an employee Defining a vision for my career, role and life Managing priorities/delegating Providing leadership and holding others accountable Developing an operations manual/systems/processes Developing yearly business plans Managing my employees Selling Put a check by those < 7 Utilizing marketing Having fun enjoying the process Achieving financial success Keeping a work/personal life balance 13

14 Where Are We Headed? For things to change, you ve got to change. Otherwise, nothing much will change. Jim Rohn 14

15 Delegating to Others Requires a Decision, Planning, and Follow-Through The King or Queen should NOT Touch or DO EVERYTHING within their Kingdom! 15

16 Delegating Properly As you grow as a leader it s important that your capacity grows. One of the only ways your capacity can grow is when you begin delegating effectively. Delegate authority and not tasks ( I would like you to become responsible for. ). Delegation is used by some to dump the things they don t like to do on to others. It s turning someone into a trashcan. Then, later, when we ask ourselves why they haven t grown as a leader, and why we haven t grown, it s traced back to dumping tasks on someone instead of delegating authority. Give them authority to make decisions, changes, etc. to go along with getting the job/task done. Your team must know that you value them and trust them. Dumping tasks on people doesn t give them a sense that they re leading or are trusted. 16

17 Delegating Properly, (cont.) Delegating builds champions. Dumping breeds resentment. Delegating grows strong leadership. Dumping creates more followers. Delegating creates an environment where people think and accomplish. Dumping creates an environment where people are constantly asking questions and are never 100% sure what to do. Delegating allows you more time as a leader to grow and handle more. Dumping creates more plates for you to spin. Are you delegating or dumping? 17

18 Delegating Properly, (cont.) Delegate to people that meet these minimum criteria: Can do the job 75% as well as you, and Has the potential to improve, and Is willing to improve, and Will accept on-going coaching to achieve desired competency level. Remember that to delegate to another person you may have to remove some of the Trivial Many from their daily activities as well. Don t just load them up with more work to do! Read, One Minute Manager and have the person you will be delegating to, read this quick-read book as well. 18

19 Delegating Properly, (cont.) Have a 1-on-1 conversation with each person you would like to delegate to. Let them know that you have set a goal to work more on the business and less in the business. Explain how doing so will benefit the business, Explain how doing so will benefit the person you are delegating to, Explain that you have realized that they have more talent and abilities than have been utilized in the past. (Realize that not delegating to them is insulting them!) (Delegating to them is a complement to them, if done correctly) Explain that you would like to depend on them to do important tasks that you used to do, 19

20 Delegating Properly, (cont.) BE OPEN TO THE POSSIBILITY THAT THEY MIGHT BE ABLE TO DO THE JOB BETTER OR DIFFERENTLY THAN YOU TO GET THE SAME OR BETTER RESULTS THAN YOU DID. Explain that you have your performance standards, and that you understand that it will take some for them to catch on to those standards. Explain that you will review the assignment, have them, work on it, then review it with you. ***Explain that part of the process is for you to critique their work and pointing out changes and improvements you would like to have. This gets agreement and understanding that you do not expect perfection right away and that is acceptable. Make the process fun and engaging. 20

21 Individualized Daily Planners: Don t Call it a To Do List 21

22 Motivation for Change Deep down, change occurs for emotional reasons, wants and desires, not because of logical reasoning. We decide based on emotions and justify with logic. 22

23 Different Roles On a scale of 1-10 (10 = highest), rate your effectiveness in the following roles: Strategic Manager Spouse Parent Friend Son/daughter Brother/sister Put a check by any < 7 Neighbor/citizen Faith member Other Pick two roles to pay extra attention this quarter and put into the Strategic Planner sm ( Strategic Change section) 23

24 Are You On The Path You Want? Video To A Child, Love Is Spelled T-I-M-E Dad: Wasted the whole day fishing with Jimmy didn t catch a thing. Son: Went fishing with my dad best day of my life! 24

25 SCORE YOURSELF ON EACH OF THE EIGHT ITEMS USING A 0-5 SCALE. THEN CONNECT THE DOTS OF YOUR SCORES. 0 = Center = Totally out of Balance 1, 2, 3, 4 = (measures that are meaningful to you) 5 = No Improvement Needed 25

26 Is Your Life in Alignment? What values have I neglected? What in my life is out of balance? Or, where am I falling short? Whom have I hurt? 26

27 A Strategic Manager sm Gets the greatest return possible for his/her time, money, and effort works smarter, not harder Focuses on the entire business, not just the technical work of the business Thinks and acts like a leader, not a glorified employee Works on the business -- focuses on strategic, high-priority issues; key relationships; areas of brilliance -- does not get interrupted & distracted by clutter (uses the Strategic Planner sm ) Views the business as a separate asset that needs to be professionally managed and optimized Works with owners to design the business system constantly improves the system lets employees run the system 27

28 Employee Strategic Manager Working in Tactical Details Doing Work a job Role player Reactive Technician Doing things right Day-to-day Working hard Shifting gears Working on Strategic Big picture Leading Build an Asset Head coach Proactive Architect Doing the right things Long-term view Working smart Shifting mindset 28

29 Focus/Priority Improvement How can I improve dramatically my strategic focus and priority management? 29

30 To Become a Strategic Manager (Cont.) Create a not-to-do list low important tasks you can give up (80% of your activities) Schedule weekly time to think, plan, and re-charge Tackle your top 3 priorities each day put an end to got-a-minute interruptions Ensure that you are fully leveraging existing personnel and available resources Delegate a task when the person can do it 75-80% as well as you, then coach to develop to a higher level of competency 30

31 Strategic Day Management Whatever effective time management system you utilize, keep using it Incorporate a Strategic Planner to stay focused on the vital few things that are most important the highest and best use of your time and talents However, to remain balanced, fulfilled and refreshed, you must also schedule time for FUN don t get burnt out! Schedule FUN activities to get away from the company/career, do what you enjoy and re-charge your battery, creativity and productivity 31

32 90-Day Goals You become what you think about. Earl Nightingale Keep goals SMART Specific Measurable Achievable Really Desired Timed Focus on the vital few, not the trivial many Set big goals goals on steroids 32

33 How Do I Get Started? Put your goals in writing (review previous pages) Decide to get started right away don t wait for a good time! It will never come! Reserved time to have a meeting with yourself, like you would for an important client (because you ARE your most important client!) to focus and to make progress. Place steps toward your goals into your calendar. Delegate whenever possible, and follow-through. 33

34 FREE Business Coaching Sessions Conference Offer Each business represented here will receive complementary, coaching sessions These sessions may be used to further develop and implement the ideas covered in today s workshop, or to address any other business issues of special interest or priority. Schedule your coaching sessions ASAP while these ideas and topics are still fresh on your mind. Sample Coaching Topics Work-Life Balance Priorities Marketing Small Business Selling Processes Strategic Planning for Individuals and Businesses Leadership People Management Business Systems and Processes Operation and Procedure Manuals 34