Coaching to Success

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Growth

8 Starting points to effective delegation

No matter how hard you work, there’s still the same number of hours in a day with a limited number of tasks achievable. With this limitation, your success is further impeded as there are only so many people that can help you!

Well here’s a bit of shocking news, you can continue to shine while reducing your work load allowing you to concentrate on what YOU do BEST! Yep, there are others around you that can take some of your work load off. So throw away the mantle of egotistical self-importance and learn to trust in others.

OK, maybe that was a bit harsh but all too often we believe that others can’t do a particular job as well as we can. Sorry to tell you this but they can, and in some cases, even better! (Hands up from me as I too was once guilty of this!)

Why do we struggle to delegate?

  • It takes up-front effort to organise and monitor (initially!)
  • You know what to do inside out so it will be quicker
  • You believe no-one else can do it

Look at your role. What are you doing that others could actually do to free you. Yes, there may be an expense but if you are able to earn more while someone else handles elements that take up your time unnecessarily, then it’s a false economy to do it yourself and even more so if you’re attempting to grow your business.

So what can we do about it? Well, to begin, look at the following…

  1. Delegate responsibility with authority but remember, ultimately, it is YOUR
  2. Begin with the end in mind (Stephen R. Covey). The end is what is important, not necessarily the route taken. Allow the other person some slack to do it their way thus building trust!
  3. Know the required outcome and be clear in this when passing a task on. Don’t assume they know, inform.
  4. Refrain from belittling due to what hasn’t happened. Yes, this needs addressing but ride the successes. Consider accomplishment rewards or benefits, publically praise their work or express future opportunities.
  5. Support! Be there to answer questions, monitor (but not micro-manage) and ask for progress updates.
  6. Define authority and accountability. What is their level of approach? Do they need to ask what needs to be done next? Set the parameters.
  7. Show due diligence. Agree progress updates. Discuss expected deadlines or timelines. Take time to read submitted reports or have discussions. Where necessary, make relevant adjustments.
  8. Yes, you could probably do it quicker and more efficiently. With a little time up front, you will soon hand over relevant tasks allowing you the time to concentrate on what you do best.

The head of an orchestra can’t necessarily play every instrument but they know how to get the whole group to create a beautiful symphony due to their skill in management. This is no different for you.

Critical Success Factors … Have you looked into creating yours?

John F. Rockart popularised Critical Success Factors (CSFs) during the 1970s and they’ve been used broadly in businesses since then.

Having a clear and focused mission/vision statement is imperative. Something the whole company are involved with. To compliment this, objectives and goals need to be in situ and this is where our core skillsets lie.
I was never really a believer in ‘Mission Statements’ as I felt they were simply the words of my Bosses. Unfortunately, at the time, that’s all they were as I had no input or education as to what it stood for. Having worked with many organisations to achieve their own with the Team’s input, I can now see the true benefit.

This ‘Statement’ will, in turn, help all to bond towards CSFs as you have created a common focal point. As Rockart determined, CSFs aren’t a one hit wonder but need constantly and careful attention for success to become apparent.

Now going back to the goals and mission statements, these are where the focus should be as to WHAT needs to be achieved. CSFs refer to the HOW and to identify what really matters to obtain success and the measurements you put into place to observe this.

Often we can’t see the wood for the trees so let’s use a Timber Merchant as an ironic example and take a fictitious statement “To uphold a customer satisfaction level of 93% while expanding an increased product range appealing to new clients all resulting in a 38% of regional market share”.

You then look to what the (a) objectives are in view of this statement and then the HOW, the (b) Critical Success Factors. So to continue:

(a) Uphold Satisfaction levels of 93% …

(b) Keep customers informed of latest products. Insure staff are fully trained and updated via manufacture visits on latest tools.

(a) Expand product range…

(b) Welcome new reps/organisations to see what they have to offer. Look at market trends. Ask staff for their input.

(a) Achieve 38% market share…

(b) Marketing and advertising to attract more clients. Look to become more competitive.

From initially creating your objectives and CSFs, keep this as a basis to work from but then hone in the essential ones, the ‘C’ part!

Whatever you do, don’t create a long list of CSFs as they will simply get lost within their own numbers. 5 or fewer ‘Essential’ ones are ideal to focus on.

In summary

  1. Formulate a company Mission/Vision statement
  2. Create an objective list to achieve the goal and then the HOW (the CSFs themselves)
  3. Hone down – make sure your CSFs are manageable, achievable and realistic
  4. Constantly visit, re-visit and re-re-visit to evaluate and monitor how things are progressing (or
    not) then re-enforce the CSFs
  5. Communicate how it’s going. Include staff, suppliers etc

Give it a go and should you wish to look at creating a fantastic Mission Statement or the means to put this into place long term, we’re here to help and as we’re affiliated to the Growth Accelerator scheme, we understand about success. Simply call to arrange your free consultation and see how you can help make those changes! Neil looks forward to hearing from you either by calling 07761 187238 or email neil@coachingtosuccess.co.uk