"Why, When, and How to Delegate: Making Effective and Ethical Use of Staff" - Jon Fields Franchise Owner (715) 226-1582

 
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"Why, When, and How to Delegate: Making Effective and Ethical Use of Staff" - Jon Fields Franchise Owner (715) 226-1582
“Why, When, and How to Delegate:
Making Effective and Ethical Use of Staff”

                Jon Fields
                Franchise Owner
                (715) 226-1582
                j.fields@TheGrowthCoach.com

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"Why, When, and How to Delegate: Making Effective and Ethical Use of Staff" - Jon Fields Franchise Owner (715) 226-1582
Relationship & Personal Growth
         Management

    “It’s what you learn after you know it all
          that counts”. – John Wooden

      Copyright © 2006 by GC Franchising Systems, Inc.   All Rights Reserved
                                                                               2
"Why, When, and How to Delegate: Making Effective and Ethical Use of Staff" - Jon Fields Franchise Owner (715) 226-1582
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

           Copyright © 2006 by GC Franchising Systems, Inc.   All Rights Reserved
                                                                                    3
"Why, When, and How to Delegate: Making Effective and Ethical Use of Staff" - Jon Fields Franchise Owner (715) 226-1582
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.

           Copyright © 2006 by GC Franchising Systems, Inc.   All Rights Reserved
                                                                                    4
"Why, When, and How to Delegate: Making Effective and Ethical Use of Staff" - Jon Fields Franchise Owner (715) 226-1582
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, e-mail, 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

         Copyright © 2006 by GC Franchising Systems, Inc.   All Rights Reserved
                                                                                  5
"Why, When, and How to Delegate: Making Effective and Ethical Use of Staff" - Jon Fields Franchise Owner (715) 226-1582
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

             Copyright © 2006 by GC Franchising Systems, Inc.   All Rights Reserved
                                                                                      6
"Why, When, and How to Delegate: Making Effective and Ethical Use of Staff" - Jon Fields Franchise Owner (715) 226-1582
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

         Copyright © 2006 by GC Franchising Systems, Inc.   All Rights Reserved
                                                                                  7
"Why, When, and How to Delegate: Making Effective and Ethical Use of Staff" - Jon Fields Franchise Owner (715) 226-1582
The Vital Few
         The Most Important, High-Value Activities
       “Highest and Best Use of My Time and Talents”

Task / Activity / Effort                                   Strategy to Maximize
•_________________________________ ______________________________________

•_________________________________ ______________________________________

•_________________________________ ______________________________________

•_________________________________ ______________________________________

•_________________________________ ______________________________________

              Copyright © 2006 by GC Franchising Systems, Inc.   All Rights Reserved
                                                                                       8
"Why, When, and How to Delegate: Making Effective and Ethical Use of Staff" - Jon Fields Franchise Owner (715) 226-1582
The Trivial Many
Task / Activity / Effort                                  Commitment
                                                          Don’t Do It (delegate/outsource)
                                                          Delay Doing It (group with other)
                                                          Downshift (scope/frequency)
                                                          Destroy/Redesign
•_____________________________________ ____________________________________
•_____________________________________ ____________________________________
•_____________________________________ ____________________________________
•_____________________________________ ____________________________________
•_____________________________________ ____________________________________
•_____________________________________ ____________________________________
•_____________________________________ ____________________________________
•_____________________________________ ____________________________________

             Copyright © 2006 by GC Franchising Systems, Inc.        All Rights Reserved
                                                                                              9
"Why, When, and How to Delegate: Making Effective and Ethical Use of Staff" - Jon Fields Franchise Owner (715) 226-1582
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

              Copyright © 2006 by GC Franchising Systems, Inc.   All Rights Reserved
                                                                                       10
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

             Copyright © 2006 by GC Franchising Systems, Inc.   All Rights Reserved
                                                                                      11
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

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                                                                              12
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

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                                                                                   13
Where Are We Headed?

“For things to change, you’ve got to change.
Otherwise, nothing much will change.” – Jim Rohn

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                                                                               14
Delegating to Others

Requires a Decision, Planning, and Follow-Through

         The King or Queen should NOT
Touch or DO EVERYTHING within their Kingdom!
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                                                                              15
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.

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                                                                                           16
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?

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                                                                                       17
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.

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                                                                                       18
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,

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                                                                                    19
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.

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                                                                                       20
Individualized Daily Planners:
Don’t Call it a “To Do” List

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                                                                              21
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.

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                                                                               22
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)

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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!”

             Copyright © 2006 by GC Franchising Systems, Inc.   All Rights Reserved
                                                                                      24
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

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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?

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                                                                                     26
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

             Copyright © 2006 by GC Franchising Systems, Inc.   All Rights Reserved
                                                                                      27
Employee  Strategic Manager®
Working “in”                                                      Working “on”
Tactical                                                               Strategic
Details                                                              Big picture
Doing                                                                   Leading
Work a job                                                       Build an Asset
Role player                                                        Head coach
Reactive                                                              Proactive
Technician                                                             Architect
Doing things right                                        Doing the right things
Day-to-day                                                     Long-term view
Working hard                                                    Working smart
Shifting gears                                                 Shifting mindset
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Focus/Priority Improvement
 How can I improve dramatically my strategic focus
  and priority management?

 __________________________________________

 __________________________________________

 __________________________________________

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                                                                                   29
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
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                                                                                   30
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

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                                                                                     31
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”
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                                                                                    32
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.

          Copyright © 2006 by GC Franchising Systems, Inc.   All Rights Reserved
                                                                                   33
FREE Business Coaching Sessions

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

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