Because I am wearing so many hats, I can”™t get to things that are a priority. I keep wrestling for control with people who aren”™t doing what I want. If I delegate to someone, how do I know it will get done right? Pretty sure I”™m too involved sometimes but I want to know things are properly taken care of.
Thoughts of the day: Most business owners are natural problem solvers with a sharp focus on tactical issues and day-to-day business, but that”™s not the best use of their time and energy. It”™s easy to follow that trait down the management chain, loading up reliable players with too many tasks while overlooking employees who don”™t readily volunteer. Make sure you build a team with members who can respect each other, address concerns openly and work cooperatively for mutual benefit.
In order to get the most out of your business, make the shift from doing to orchestrating. Think ahead; assess where the business is, what it”™s capable of and where it”™s going next. Make time for management meetings to hear what people have to say. Keep lists of tasks and due dates. Ask people to report regularly. Take responsibility for pointing the company in a direction so people can follow your lead.
Wondering how to do all that? Get rid of day-to-day tasks. Ask people around you to take over things you”™re used to doing. Accept that there is usually more than one successful approach instead of harping on how you used to do it.
Some employees will eagerly step up to the plate, asking for more. They may be ready, or they may be overly optimistic and about to hit a wall. Others are naturally cautious, needing encouragement to step up even though they have plenty of skill. Learn to realistically assess individual readiness and ability.
Taking on too much at once can turn into a fiasco for anyone. Watch out for good performers who suddenly hit a wall. Lighten the load until they start to make progress again.
As people step into new roles, if they don”™t get it right the first time, encourage them to keep trying and learn from their experiences. Step back as they gain skill and confidence.
It”™s often hard to remember how long it took to learn things that are now comfortable habits. Develop patience as you encourage people to get more involved in things you don”™t need to do. Teach people to under-promise and over-deliver.
Steady, reliable performers are valuable to any business. Don”™t overlook the opportunity to give some employees routine work to do, so they can get into a groove.
When it comes to work ethic, don”™t let anyone take the easy way out, unfairly leaning on co-workers. There”™s a difference between going cautiously and sitting back to let others handle the brunt of the load.
Some people may try to wash their hands of a problem by asking you to step in. When people come to you for help, practice asking, “Why are you putting that on my desk?” Listen carefully to the answer, but resist the temptation to step in.
Be mindful of the concept of motivated self-interest. People act in ways they believe will result in giving them pleasure. Some situations may lead to immediate rewards, while other situations call for overcoming significant challenges in the pursuit of longer term gain. Talk with each of your employees about what is the win for them.
Whatever you do, focus on team building. Address difficult situations openly. Tell the truth. Set realistic goals that reward everyone for pulling together. All the while, maintain a positive, upbeat attitude, even if you have to fake it. Your outward aspect is something that everyone in the company pays attention to. Make the workplace a productive, enjoyable place to be.
Looking for a good book? “Leadership: Elevate Yourself and Those Around You ”” Influence, Business Skills, Coaching & Communication” by Ross Elkins.
Andi Gray is president of Strategy Leaders Inc., strategyleaders.com, a business consulting firm that specializes in helping entrepreneurial firms grow. She can be reached by phone at 877-238-3535. Do you have a question for Andi? Please send it to her, via e-mail at AskAndi@StrategyLeaders.com or by mail to Andi Gray, Strategy Leaders Inc., 5 Crossways, Chappaqua, N.Y. 10514. Visit AskAndi.com for an entire library of Ask Andi articles.
