"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
j.fields@TheGrowthCoach.com
1
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
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
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
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
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
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
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7
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
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
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
10What 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
11What 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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12Rate 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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13Where Are We Headed?
“For things to change, you’ve got to change.
Otherwise, nothing much will change.” – Jim Rohn
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14Delegating 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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15Delegating 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.
Copyright © 2006 by GC Franchising Systems, Inc. All Rights Reserved
16Delegating 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?
Copyright © 2006 by GC Franchising Systems, Inc. All Rights Reserved
17Delegating 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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18Delegating 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,
Copyright © 2006 by GC Franchising Systems, Inc. All Rights Reserved
19Delegating 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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20Individualized Daily Planners:
Don’t Call it a “To Do” List
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21Motivation 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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22Different 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)
Copyright © 2006 by GC Franchising Systems, Inc. All Rights Reserved 23Are 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
24SCORE 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
Copyright © 2006 by GC Franchising Systems, Inc. All Rights Reserved 25Is 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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26A 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
27Employee 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
Copyright © 2006 by GC Franchising Systems, Inc. All Rights Reserved 28Focus/Priority Improvement
How can I improve dramatically my strategic focus
and priority management?
__________________________________________
__________________________________________
__________________________________________
Copyright © 2006 by GC Franchising Systems, Inc. All Rights Reserved
29To 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
Copyright © 2006 by GC Franchising Systems, Inc. All Rights Reserved
30Strategic 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
Copyright © 2006 by GC Franchising Systems, Inc. All Rights Reserved
3190-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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32How 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
33FREE 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.
Copyright © 2006 by GC Franchising Systems, Inc. All Rights Reserved
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