Jan 15 2014

GOT YOUR BACK!

Dear Boss: Do you know HOW and

 

WHEN to cover for someone?

 

If you’re reading this, my guess is the odds are you find it reassuring to hear that someone’s “got your back!” But let’s get real. That expression means a lot in life-or-death and potentially hazardous situations – no doubt about it! Thankfully, however, most of us are not putting our lives on the line every day as in police, fire and military combat.

So having someone “cover your back” is hardly of value in day-to-day business or family life. For most of us, reality dictates that no one else can really protect your interests except you!

If you want to make sure a job gets done that you are responsible for, either do it yourself or monitor progress to make sure the person you asked to do it, does it! Remember, we can delegate authority to get things done, but we cannot delegate responsibility for getting things done.

Does every assignment or request have to be a leap of faith? No, but until those involved have proven consistently that they can act responsibly, it’s a leap of faith, and how much of a leap depends on the sense of balance, trust, and intuition we practice. And there is no excuse for not checking up, following up, soliciting feedback.

Corporate accountability procedures make delegation slightly easier and more comfortable feeling than handing off tasks tends to be for entrepreneurs and in many family settings . . . and especially in family businesses. Q: When does a delegator step in and take charge, take back, or take over? A: When ultimate responsibility is on the line.

Oh, and not doing something the same way the delegator does something is not grounds for divorce, separation, or interference. In fact, the best leaders are those who see departures from their personal methods and techniques as opportunities to learn – possibly a better way to do something, or gain better input necessary to teach a better way.

But be careful here. “Better” is subjective. “Better” is not always quicker, or more thorough, or more efficient. THIS is one place where knowing when and when not to exercise leadership judgment comes into play.

WHEN DELEGATING – 5 SUGGESTIONS

1) Be observant – Keep things safe!

2) Withhold judgment pending seeing the results, but don’t hesitate to step in if you see evidence of physical, emotional or customer service hazard around the corner.

3) Suggest changes in process carefully and specifically – Criticize behavior or method or technique, NOT THE PERSON – Criticize in private and praise in public!

4) Don’t give a “Got your back!” attitude to someone else. Simply teach by example.  

5) Remember whose ultimate responsibility is on the line!

 # # #

FREE blog subscription Posts RSS Feed

Hal@Businessworks.US   302.933.0911

Open  Minds  Open  Doors

Make today a GREAT day for someone!

No responses yet

Jul 17 2011

Leaders Don’t Create Change. They INSPIRE It.

CHANGE is hardly ever a  

                           

good thing when someone 

                        

else does it TO you.

 

 

In business, industry, education, government, real estate, food and gas pricing, or otherwise, “CHANGE” is hardly ever a good thing when somebody else does it TO you.  Change is only meaningful and rewarding when YOU can make it happen for your SELF

When change is done TO you, it prompts inaction, resistance and excuses.  When you create and deliver change for your SELF, you are more likely to take ownership of the steps involved, and follow the process through with greater determination to make it happen.  

“Okay, Joe, from now on, you’re going to have to print out, copy, and collate three copies of the daily 75 pages of inventory activity that you were just submitting by email before.  The two new bosses want hard copies, and of course I’ll need one too.  Oh, and you may want to run a fourth as a sort of cover-your-butt set that you can check with if questions arise.”    

How does that feel compared with:

“Joe, the new bosses are impressed with your work, and are interested in seeing your inventory spreadsheets without having to jump around on their computer screens since they’re not as good at that as you are; could you come up with a method that you think might work better for them, something that doesn’t require a lot of your time?” 

                              

Do you think one of these approaches might serve to motivate more than the other?

“Gwyneth, I want you to clean up your room right this minute, or you’ll not get dessert after dinner!”

OR

“Gwyneth, I’m concerned about the condition of your room; dirt, you know, breeds bacteria that can make you sick; would you please take some time right now to come up steps you can take to get your room shaped up by dinner-time every night? And let’s start tonight. Please let me know your plan when I stop back in ten minutes. Thank you.”

                                 

Notice the focus is on HOW a task can get done.  NON-productive emphasis is on WHY did you screw up, or on what threats might prompt action, or on implying some level of personal incompetence. 

When you ask someone WHY? you will only ever get a reason or excuse for an answer.  When you ask HOW? you’re prompting the other person to evaluate, assess, and recommend process steps, without suggesting any personal shortcomings.

HOW to get others to make changes happen for themselves?  Remember that behavior is always a choice.  You can choose to not react.  If you don’t react, you will never overreact!  You will be more effective in controlling and helping yourself and others to more effectively control behavior and accomplish tasks. 

Remember: If you need to criticize, criticize behavior, not the person.  And do it in private.  Save audiences for giving praise!

# # #

Hal@Businessworks.US  931.854.0474

  Open minds open doors. 

 Thanks for visiting and God bless you.

   Make today a GREAT day for someone! 

One response so far

Jun 02 2011

LEADERSHIP RISING

Yeast, the Sun,

                              

and Leadership.

                                                          

                                                 

I get (and agree with) what Paul Ryan’s advice to Mr. Obama was all about when he visited the White House yesterday and reminded the man that “leadership starts at the top,” but I take some exception to the semantics of what that advice might suggest as it is applied to the rest of the world. 

———————————————-

Leadership, like yeast, like the sun on the horizon, rises from low places. It starts, often below the surface, and grows to recognition, then to love and respect or –sadly, in many cases– to fear and loathing, with little room left in-between those two extremes for tolerance and apathy. The problem is that yeast and the sun are fairly predictable.

Some aspects of leadership are also predictable.

Qualities like being able to inspire and motivate others, for example, are part of almost every description of leadership since the beginning of time.

Truth and reality, however, measure all leadership by one word alone.

What’s your best guess?

What single word sums up “leadership” most definitively?

                                                                                

Surely you know the word if you think about it enough. It’s authenticity. Authenticity of character, of personality, of purpose, of attitude, of responsiveness, of courage, of self-image, of the nature of the people involved, of the nature of the tasks to be done. It cannot be manufactured, pretended, stolen, replaced, avoided, dismissed, disregarded, or disarmed.  

Almost never to be found near government or political enterprises or management: authenticity. And rarely does it appear in corporate life when it isn’t guarded — easy to understand when UN-authentic people hovering at the top feel threatened. Yet, say many, true authenticity must also be free, so how could it be guarded?

Okay, so cross off corporate authenticity. And what are we left with? Family life and small business. Why? Because there is less need to lie, make excuses, and cover one’s butt, and because entrepreneurial attitudes are not so affected and convoluted by status-ladder-climbing and artificial allegiances.

————————————-

TEN EXAMPLES of authenticity:

  1. Giving credit where credit is due.

  2. Speaking up for what you believe in and supporting others who share your purpose.

  3. Accepting responsibility without excuses.

  4. Acknowledging screw-ups and owning up to your mistakes, also without excuses.

  5. Taking immediate corrective action when called for instead of analyzing and seeking blame.

  6. Being focused on the present “here and now” moment as much as possible.

  7. Always acknowledging the human factor in every decision and action, even when others pass it over. Business transactions are impacted by illness, injury, and family issues.

  8. Nurturing (and cultivating) positive and productive behavior and attitudes consistently.

  9. Soliciting and respecting the opinions of others . . . praise in public and criticize (constructively) in private.

  10. Treat every employee and every customer like the special people they are, the way YOU want to be treated, every day, all of the time, without exception.  

————————————

How do you measure up, stack up, size up, match up? What three steps do you need to take now to give rise to more of that authenticity you have inside you? Can you take that first step right now?

It is, you know, a choice. 

 

# # #

                                                   

Your FREE subscription: Posts RSS Feed

Hal@Businessworks.US or 302.933.0116

“The price of freedom is eternal vigilance!” [Thomas Jefferson] 

Thanks for visiting. Go for your goals. God Bless You.

Make today a GREAT day for someone!

2 responses so far

Mar 18 2009

“COMMUNICATION MOTIVATION” KEEPS TOP EMPLOYEES ON TOP, AND RISING

Put this on your wall

                                                                        

     Effective communication is commonly attributed 80% to listening and 20% to speaking. Experts report that as much as 87% of communication is nonverbal. So where does that leave us, besides all tangled up with sign language?

     Martin Yates, in his best-selling, well-on-the-way-to-becoming-a-classic business book (KEEPING THE BEST…And Other Thoughts On Building A Super Competitive Workforce; published 1991 by Bob Adams, Inc., Holbrook, MA) says essentially–among many other A-1 working management concepts–that your effectiveness as a communicator is as heavily dependent on the follow-up actions you take, as it is on what you say and don’t say, and how you move or don’t move.

     Yates advises, for example, that after soliciting input, the boss needs to “make a visible effort to act on it and credit its source. It is counterproductive,” he says, “to solicit good input from team members, then put it into action with no accredidation (or worse still, with incorrect accreditation).”

     Yates proceeds to suggest (to owners/operators/managers) to praise creative ideas whenever they surface. This, he says, “encourages innovation and success-oriented thinking.” Yates paraphrases the old standby message to praise in public; criticize (when it’s absolutely necessary) in private.

     His emphasis on “accentuating the positive” [See also my Prentice-Hall Action Report article, “Theory A” (for “Attitude”)  published a decade earlier on the same topic] “build(s) positive behavior. It cannot be repeated enough: whatever behavior you recognize [positive, negative or ambivalent] will be reinforced” [and will produce more of the same]!

     So, the bottom line here is that if you are managing others and not getting what you want out of them, you must look first to your self. Ask yourself if you are paying more attention to scolding, belittling, and taking people to task than you are focusing on searching out the good behaviors and publicly rewarding those?

     I know a highly skilled healthcare practitioner and prominent researcher who maintains a “Wall of Shame” where he posts representations of every manner of employee screw-up, from dumb memos and emails to photos of his people caught in embarassing moments or doing the wrong things with patients. He laughs about it, and says his people all laugh at it too, that it’s become a “company culture kind of joke.”  

     Well guess what? The wall that started with 2-3 isolated pieces of incriminating paper is now covered with the evidence of a steady stream of bad behavior. And not only does that “company culture wall” speak for itself, so to speak, but so does this organization’s employee rate of turnover.

     People leave there–rapidly and happily–for lower paying jobs. Is he successful? His research is successful. As a businessman, and a professional, he’s earning just a small fraction of his potential… because his reputation for emphasizing the negative now precedes him.

     It’s a much easier, more enjoyable, and more productive thing to reward positive behavior than negative, and if you don’t agree, I’ll print out your comments and paste them on my wall!     

God Bless You and Good Night!  halalpiar  

Special thanks to my friend Doyle Slayton www.salesblogcast.com for the indirect inspiration   

 # # #

  CLICK ON  Posts RSS Feed FOR YOUR FREE SUBSCRIPTION TO THIS BLOG
    ADD TO THE DAILY GROWING 7-Word Story started 188 days ago (inside a coffin).  Click on the link to the right, or go to “BOOKS” tab at the top of this page, then to the top headline link.

No responses yet

Mar 03 2009

CREATING A POSITIVE CLIMATE FOR YOUR BUSINESS

No, you don’t need to move

                                                                                 

  your business    

                                                   

to the Caribbean!

                                                                                      
(aaaah, but it might be nice to try for awhile, eh?)
                                                                                                   

Here’s a 6-Point Approach to creating a more positive climate for your business that comes partly from The Management Analysis Center and partly from my firsthand experience. it works:

1.  BUILD KNOWLEDGE. Know the capabilities of your staff as well as their weaknesses. With the understanding that Heraclitus the Greek philosopher said over 2500 years ago that “the only thing that’s permanent is change,” and that Thoreau once said “all we ever have is limited knowledge,” use what you know to determine (or update) the fundamental goals of your business.

GOAL CRITERIA REMINDER: A goal must have all four of the following criteria, or it is merely a “wishlist,” and not a goal. It must be 1) Realistic, 2) Specific, 3) Flexible, and 4) Have a deadline or due date.

2.  DEVELOP A SHARED VISION OF YOUR BUSINESS GOALS. Let employees participate in the process. Tell them the problems. Listen to their ideas. Take notes. Encourage others to take notes.

3.  DETERMINE WHAT SPECIFIC CHANGES SHOULD BE MADE. Should changes be made in job descriptions or physical layout to improve working conditions?

4.  SET THE EXAMPLE. As an owner/operator or manager, you are a role model whether you like it or not. People pay attention to everything you say and do. You will not be fostering teamwork if you rule by threats and intimidation. Praise in public; criticize in private. Act, talk, and think consistent with the goals you establish.

5.  REASSESS YOUR OWN FUNCTION to make it consistent with the changes you are making. If, for example, you want to establish better communications, you may need to establish a more open door policy, listen more, and listen more attentively! To get more good work from people, seek out and reward the things people do right, and try to overlook those they do wrong. (Remember that small, frequent, one-time-expense rewards motivate best and cost less than permanent ongoing pay raises with accompanying tax and benefit increases)

6.  DEVELOP NEW METHODS AND SYSTEMS for enhancing a more positive climate, such as instituting weekly status review meetings (with set time periods, a clear agenda circulated ahead of time and follow-up report focused only on decisions made and who will do what by when) to evaluate progress, or a reward system for improved performance.

In an optimum positive climate, people know exactly what it is that is expected of them and where they fit in. Everyone shares the same goals. They know how they can be effective and what kinds of behavior will be rewarded.    halalpiar

# # #

 CLICK ON  Posts RSS Feed FOR YOUR FREE SUBSCRIPTION TO THIS BLOG
    ADD TO THE DAILY GROWING 7-Word Story started 174 days ago (inside a coffin).  Click on the link to the right, or go to “BOOKS” tab at the top of this page, then to the top headline link.

No responses yet




Search

Tag Cloud