“I understand that it’s a bigger team than just you on the camera. The most important people are the ones behind the camera.” He went on to say, “You understand how important the support system is in sports, and that has carried over to me in business. Because there’s nothing worse than feeling that you do a job no one values. Each job is important – I don’t care if you’re cleaning out the garbage cans or working the phones or running the company. Everybody has value, and football taught me to make people feel that value to get the best out of them.” (emphasis added)Great insight toward building an effective TEAM. If you want to build a highly effective team for your business, a team that will enable you, your business and the team itself to bring amazing value to your customers and community, my ActionCOACH colleagues and I are ready to help. All you must do is pick up the phone, tablet or keyboard and contact an ActionCOACH business coach.
- Present the desired result and confirm it is fully understood. If you ever listened to your pilot communicating with air traffic control while flying, you would have noticed that the pilot doesn’t just acknowledge the controller’s instruction. The pilot always repeats the instruction back to the controller. That insures the instruction was fully understood. When you delegate, it is imperative that the person you are delegating to, repeats the desired result back to you. Ask questions to make sure that there is complete understanding of the desired result.
- Present guidelines or limits as to how the result is to be achieved. Define the “playing field,” their authority to contact, direct or contract with other departments or outside resources they may need. The company’s CPA or attorney for example. Is the project or task confidential? If so, what level of confidentiality is to be followed.
- Discuss the resources that are available. Budget, team, equipment or space must be clearly defined.
- Establish a timeline. Discuss time constraints or deadlines, both internal and external. In situations where there is flexibility, buy-in can be achieved by asking “When can you have this completed?”
- Make yourself available if assistance is needed and requested. Make it clear to the delegatee that you are available if they ask for assistance. And make it clear that such a request will not be held against them. One common example of required assistance is to overcome the resistance of people in other departments within a company to respond to the delegatee because they do not have a high enough title.
- Set accountability and KPI’s to measure progress toward the goal. You cannot manage something if it is not measured. Setting measurements supports Key 8 and eliminate disappointment and surprises.
- Discuss the consequences both good and bad related to the desired result. This is the opportunity to present why the desired result is important.
- Periodically follow up. Without follow up questions, such as “How’s it going?” or “Are you on schedule?” or similar, there is only abdication, not delegation. I have observed many instances of failure due to lack of follow up.
- Do not Jump-In to rescue. You may need to assist when a project goes off the rails. However, if you jump-in and take the project over, you are doomed to having this repeat on future projects.
Remember “Successful delegation has more to with the delegator … not the one being delegated to.” – Darren HardyThe ActionCOACH DelegationRICH workshop expands and details this subject. If you want to get leverage of your and your team’s time, knowledge and talents, my colleagues and I will be happy to assist you to become a world class delegator.
- YES is easy. NO is the master skill
- 3 Activities – consider:
- What should I have said NO to last week?
- What should I say NO to next week?
- What should I say NO to on my Idea, Project, Commitment & Communication Lists?
- “To many choices create paralysis”
- Warren Buffet’s Method
- Step 1 – WRITE all your priorities
- Step 2 Narrow the list down to your TOP 3
- Throw the rest of the list away
- Don’t mistake:
- Movement for Achievement
- Activity for Productivity
- Rushing for Results
- Create a “Give Up” list
- Identify your Vital Few Functions
- Delete / Delegate
- Find & Focus on and leverage VITAL FUNCTIONS
- “There is nothing so useless as doing efficiently that which should not be done at all.” – Peter Drucker
- To be a SUPERACHIEVER
- Stop doing
- Master the Vital FEW
- Out FOCUS
- Out LAST (consistency)
- Out GROW
- Out FAIL – learn from mistakes
- The ultimate KPI is How Many People Come to Your Funeral
- Go from Selfish to Selfless
- Separate bucket list from to do list
- There is no perfect
- The constant question – What will have occurred in the next 12 months to consider it a very successful year?
- All of my clients have a Future Organization Chart (3 to 5 years in the future) These need to add a Timeline & Triggers to each new position on the chart
- “Saving a wage cost me a fortune” – Brad Sugars
- Hiring is not the same as Recruiting
- Have at least 1 personal goal in your 90 day plan
See Your Goal Understand The Obstacles Create a Positive Mental Picture Clear Your Mind of Self-Doubt Embrace The Challenge Stay On Track Show The World You Can Do ItDay 3 – A few BFOs from the coach’s session From ActionCOACH Kevin Simpson, a coach in Canada. A few insights from his clients:
- His bike shop client reduced the number of bikes on the sales floor, resulting in selling more units at higher prices
- Conversation around what is possible. In the 19th century during the construction of a railroad, 32 spikers hammered in 63,000 spikes, each averaging 600 blows per hour for 14 hours. They constructed 6.3 miles of track that day, which at the time was a record. So the question is – Do we limit ourselves by our perception of what is possible?
- To eliminate Bottle Necks – Communicate Priorities
- be in Area 4
- Area 1 – Intention & Attention / no money – EXCUSE (below point of power)
- Area 2 – Money & Intention / no attention – BLAME
- Area 3 – Money & Attention / not aligned – DENIAL
- Area 4 – Congruency (above the point of power)
- A business is finished (Step 6 of 6 Steps to Massive Results) when it achieves the ActionCOACH definition of a successful business
- Content is GREAT / Context is IT!
- “Where there is SHIT, there is FERTILIZER“
World Abundance Through Business Re-Education
- Waste time feeling sorry for themselves
- Give away their power
- Shy away from change
- Squander energy on things they can’t control
- Worry about pleasing everyone
- Fear taking risks
- Dwell on the past
- Repeat their mistakes
- Resent other people’s successes
- Give up after their first failure
- Fear “alone time”
- Feel the world owes them something
- Expect immediate results
- Beat competitors by solving problems faster and/or better than them – simple and straight to the point
- Establish a balance between rapid growth and tuning – sometimes growth needs to be briefly slowed down in order to fine tune operations in order to continue to consistently deliver.
- The concept of Phase Shifting – why some companies always seem to introduce new, very cool, innovative products. To state this as simply as possible, a company’s first product may be a phase or step along their journey toward their true goal. They continually solve the increasing difficulties while adding more value with each step. Think how the USA was able to land a man on the moon. Or, is the Apple watch the end game or a phase?
- The ideal members of your team are those who have the will to succeed – you can train everything except will.
- Pothole #1 – Superhero Complex
- Kills more businesses than any other pothole
- Learn the art and science of DELEGATION
- Pothole #2 – Scarcity Thinking
- Move away from Limitations / Lack mindset
- Move toward how Big is the market or how Big SHOULD my business be to accomplish my mission?
- Pothole #3 – Doubters
- They are all around you, learn to filter
- Pothole #4 – Bad Decisions
- Learn and move on
- Always Test & Measure to limit possible damage
- Pothole #5 – Out of Your Depth
- Learn to Earn
- Build a great team and delegate
- Pothole #6 – FEAR
- False Expectations Appearing Real – Collect the facts to eliminate the False
- Failure Expected And Realized – Move beyond your self-fulfilling prophecies
- Face Everything And Rise
- Pothole #7 – Short Term Thinking
- Plan / Execute / Measure / Review / Plan / Etc.
- Phase Shift
- Pothole #8 – Overwhelm
- Break the Overwhelm cycle by taking action – one step at a time
- Pothole #9 – Self Sabotage
- Have a good look at yourself in the mirror
- “The city relied excessively on outside consultants and failed to adequately monitor progress.” Simply setting things in motion without proper follow up and metrics is Abdication.
- Whatever follow ups and measurements that were in place may not have been on an appropriate schedule – Abdication.
- “An inordinate amount of time” on paperwork “detracted from the ability of staff” to do their jobs. Having ineffective reports and paperwork amounts to Abdication with a false sense of security.
- Delegation Plan – As is the case in many business projects, planning is a key element of success. Therefore, you must have a delegation plan. This plan should include:
- What is to be delegated – a clear description of the task or responsibility you are going to delegate
- Who is this item going to be delegated to – not only who, but you will need to have a clear understanding of why the recipient is the ideal person (or team) to accomplish your goal
- Definition of Success – have a clear understanding of what your expected result will be, and be able to clearly communicate this definition of success
- Metrics – know how you are going to measure progress toward success
- Time frame – is the item to be delegated on-going or finite
- Follow up – know how often are you going to check on progress toward success
- The Why – You must have a clear understanding of why you are delegating the item. Your why may include some of the following:
- You do not have the necessary skills
- You do not like the task to be delegated
- Someone on your team (either internal or external) has more experience or professional training
- The item is not the most effective use of your time and attention
- The Item Must Be Something That Can Be Delegated – Simply put, if you are the surgeon, you must do the surgery. On the other hand, if you are the surgeon, you will certainly delegate the anesthesia. It is counterproductive to delegate something that only you can accomplish AND is core to the success of your business
- Communicate the responsibility or task to be delegated – know exactly how you are going to define what you expect
- Communicate the definition of success – know exactly how you are going to define and measure success
- Communicate the bigger picture – know how you are place the delegated item into the context of the businesses success and mission
10. Activities that will speed up your cash flow – This includes collection calls, invoicing on a timely basis, responding to inbound customer inquiries, processing and shipping orders and making it easy for customers to buy from your business, to mention just a few.
9. Tasks that are already streamlined and documented – This is one of the keys to achieving both leverage and consistency in your business. Without leverage and consistency your business will become increasingly chaotic as it grows, if it grows at all.
8. Tasks that involve government or other outside, often-changing regulations – You simply do not have the resources to keep up with regulations. Make sure to delegate to trained professionals whose job it is to be up to date. For example, a while ago I was introduced to a customs lawyer. She told me that her new law practice was booming because U.S. Customs is now part of the Department of Homeland Security. She mentioned she found many companies that have been importing materials for years, always completing the paperwork the same way that are un-wittingly, no longer in compliance. Worse yet, the potential penalties are many times larger than before DHS was formed.
7. Anything that you want your team to master – You will never achieve leverage in your business if your team does not master operational tasks. Mastery supports consistency. Consistency is a prerequisite to growth.
6. Tasks where you are the bottleneck – If everything goes through you, your company can only work at your speed and capacity.
5. Areas that are beyond your skill-set or competence – Simply put, if you are not good at it, you shouldn’t be doing it.
4. Anything that you shouldn’t be doing – If you are tempted to do that low-value task that is not time sensitive, stuffing envelopes, shredding out of date documents, etc., you are keeping yourself from adding the most value you can to your business. Remember, all of us ultimately are compensated for the value we add, not for the time we devote.
3. Tasks that keep you from growing your business – The main responsibility of ownership, whether you actually own a company or simply take ownership of your responsibilities, is to develop and grow your business.
2. Anything you hate to do – If you hate it, you most certainly will not do it well.
1. Anything that requires specialized knowledge – You cannot possibly be an expert about every subject necessary to build a successful business. You can never go wrong delegating to expertise on an as-needed, demand basis.
Bonus – Any subject where you can benefit from someone else’s experience – We are not omnipotent; learn from the mistakes of those who went before you.One very important word of caution: You must not abdicate any of the above; you must learn and practice effective delegation. Please share your experiences and results from delegation or abdication with my growing community.
-Have you identified your team (both internal and external)? -Are you delegating? Successfully and effectively? -Are you even trying to delegate those things you are not good at, hate doing or shouldn’t be doing?If you answered NO to any of these questions, you must answer YES to the next question:
-Are you your businesses biggest roadblock, in the way of growth and long term success?No delegation equals no consistent growth, no long-term success and you becoming, if you haven’t already, a slave to your business with no exit plan. I don’t mean to imply that successful, effective delegation is easy. Delegation is both an art and a science which must be studied before it can put into your daily routine. It starts with your desire to get leverage in your business, a desire to delegate. If you are not currently delegating, are not getting the results you expect in your business, have no plans to delegate or don’t know how to begin delegating, get thee to a business coach. Any of my colleagues at ActionCOACH and I are expert in successful, effective delegation.
- It will take too much time
- I can’t afford the time to train someone to do this
- No one can do it as well as I do
- The last time I delegated something it was a disaster
|Month||Your Hours Without Delegating||Your Hours With Delegation||Team Member hours|
|5 to 12||1 each||0.1 each||1.1 each|
|Your Total Saving||6.95|
|Month||Your Cost Without Delegation||Your Cost With Delegation||Cost of Team Member|
|5 to 12||$555.52||$55.52||$275.04|
|Added Value of your time||$482.61|
|Net Value Added||518.37|
|Month||Your Cost Without Delegation||Your Cost With Delegation||Cost of Team Member|
|5 to 12||$555.52||$55.52||$91.68|
|Added Value of your time||$482.61|
|Net Value Added||816.29|