Coaching to Success

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Team Building

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.

5 Chairs to conflict resolution!

I got myself into a potentially heated discussion the other day through a dismissive comment I made that hit a raw nerve!

After receiving a barrage of aggression, I realised how easy it is to upset someone. So what did I do? Stand and fight back, but to what end? Just to prove I was superior in the use of the English language (that’s not to say I was!), only to create the catalyst for a break down in our relationship over a petty remark?

Now, I realised that I was at fault and should have refrained from using flippant remarks. The situation dispersed straight away when I put my hands up and announced “my bad, I only meant to make light of the situation”. At this point, the hypothetical inferno that could have potentially gone out of control was eliminated.

All too often, we allow simple situations to spiral with both parties wanting the upper hand. It’s not a sign of weakness to back down, more of strength, as long as you are doing it for the right reason, ie I was in the wrong, not to simply appease the other person.

So what happens when it’s gone beyond the niceties and there is a definite issue, with seemingly little resolve due to the fact that “I’m not in conflict, they’re simply WRONG!”

This tool is best handled with someone to arbitrate and ask the questions. It involves 4 chairs facing in on each side of a square and 1 chair to the side.

  1. Person one. Directly opposite is…
  2. Person two. The chairs on either side will be…
  3. The company/boss/family and opposite…
  4. Outsiders looking in.

The 5th chair is for person ‘2’. Observing only.

Person ‘1’ sits in chair 1. Questions are asked concerning their views, reasons and thoughts behind what has started this conflict. The arbitrator’s task is to ask questions while insuring person 2 doesn’t interrupt.

Once person 1 has exhausted their thoughts, they are then asked to sit in chair 2 and express how they think person 2 feels about the situation. This is the critical stage for person 2 to listen and realise how their actions affect the other person.

When complete, asked them to move to chair 3. How would the company/boss or family look at what it going on and eventually to chair 4 representing someone who could potentially be effected by this.

Once complete, the whole exercise is repeated with Person 2 starting off in chair 2, then 1, 3 and 4 and the first participant in the observation chair.

When completed, all parties are brought together having a clearer understanding of cause and effect, working to resolve issues as logic has had an opportunity to step in rather than allowing emotion to gain full control.

The physical movement between chairs is an NLP trick that triggers the brain to realise they are leaving one post behind and can see clearer in the next post.

Debate adds energy to new potential ideas. Conflict dampens the thought process and the potential of moving forward. This can be costly not just for business but the morale too.

Coaching to success know the right ‘incisive’ questions to ask as we’re trained in this process to alleviate the tension and build on answers given. If you have conflict and are looking for a resolve, then make your initial enquiry with Neil either via the phone on 07761 187238 or email neil@coachingtosuccess.co.uk for a friendly, informal chat to see how we can help.

How do you define a good leader? 15 areas to assess and 5 to adopt…

Is it true that leaders are born, not created? Be careful not to misinterpret the vociferous amongst us as being good leaders. Natural personality often means these people end up at the front, leadership is actually a set of techniques and skills anyone can learn to adopt.

A good leader will require excellent management skills, whereas a good manager, may not actually require leadership skills!

Having looked across many different areas from the legal fraternity, general offices, retail to call centres, I am amazed at how many are feeling downtrodden and lacking enthusiasm to do better, why is this? The reality is often a need in improvement of leadership skills!
Leadership is about the people, management the process. Another observation I’ve seen is management need to do things right whereas leadership requires you to do the right things.

So to help, here’s a list of 15 leaders’ typical behaviour pattern. Give
yourself a mark, or assess someone who is in your organisation that is classed as a leader, out of ten and scribble it against each.

  • Patience to allow time for individuals to change
  • Attitude to earn rather than demand respect
  • Confident
  • Mistakes are dealt with justly allowing lessons to be learned
  • Exceptional role models
  • Deal with causes of issues rather than firefighting symptoms
  • Willing to upset the equilibrium for positive change
  • They say what they mean, and mean what they say
  • Decisive
  • Seek and endorse ‘new ideas’ culture
  • Do not create ‘favourites’ or ‘cliques’
  • Refuse to blindly follow the norm
  • Understand importance of adequate rest and relaxation
  • Focused on positive outcomes rather than negative personality traits
  • Face reality and if it’s not great, they don’t pretend that it is.

The maximum possible score is 150. Any areas below a score of 7, questions should be asked pertaining to what’s needed to do to raise the level. Below 5 and urgent attention is required!

Great leadership isn’t something learnt over night. It is a malleable form, growing and developing. More natural rather than simply logical. It’s a change of belief and a re-adjustment of values. Although I consider myself to be an exceptional leader, hmm! I still refer back to the basics to see where I can improve!

Talking of which, here are 5 areas I use towards becoming that better leader. Even the most successful leaders among us can use this as a reminder.

  1. Focus on the team members regarding the framework of the organisation’s mission, developing a clear vision.
  2. Be realistic with goals and tasks as well as expectations
  3. Set an excellent personal example for others to follow
  4. Authorise staff to make the vision a reality and support them
  5. Focus on team behaviour with positive expectations

These are but a few small areas to build upon. There are other tools and exercises Coaching to Success can help you or members of your team to develop with the end goal of being so much more productive resulting not only in more profitability but a happier workplace where growth simply escalates.

Contact Neil to arrange your free consultation either by email neil@coachingtosuccess.co.uk or calling 07761 187238 and let’s work together to create the ideology of excellence in leadership and the rewards that this will bring.

How to control conversation hogs.

An old proverb quotes “Empty vessels make the most noise”, meaning there’s that vocal one amongst us who always has to be heard but doesn’t really have much to contribute.

Now I’m not actually a great believer in targeting all people who speak out as not having substance. What I feel is that others who also have important contributions are supressed before bringing it forward fearing rebuttal from outspoken individuals.

So the answer shouldn’t be about gagging these individuals, after all, their opinions do count, more so the question should be about how do you make your point when others are determined that the stage is theirs alone?

Here are some methods that will help.

From the individuals perspective

  • Go into neutral… The most vocal people often react to feedback. Refrain from nodding or rolling your eyes. Give NO clue and let them go, I can assure you, without fuel, their point will burn out quickly as there’s no engagement.
  • Continue… When someone butts in, don’t stop. Simply continue as if they were sat there with Gaffa tape across their mouth! They will soon get the point.
  • Boring!!!… Regardless of how inconsiderate and blatantly rude the other person is, if your subject matter is boring, people will switch off. Whether work or social, don’t go straight into finite detail. Give an overview and if the other party wish to know more, tell them but at their invitation.
  • Tell them… Frustrating though it is, we often allow others to run away with the conversation. Once they see an opening, you’ve given them the opportunity. So rather than being rude in return, simply inform them “John, sorry, I hadn’t quite finished what I was saying”

From the group Leader

  • OpenForumIn group meetings, know who these strong characters are. Don’t supress their ideas but allow others to take to the stage first.
    • Start with those who will speak out but normally when addressed.
    • Then the quieter members, often the ‘thinkers’. Having a gem of an idea but don’t offer it for fear of being shouted down. They will likely follow the lead of some but will not speak out following more ‘assertive’ (or aggressive!) members.
    • FINALLY, offer the stage to the outspoken members. Throughout, control the conversation stopping these characters from railroading others!
    • Allow people to finish. Give them the floor up to the point they stop. When someone attempts to cut in, as the leader state “Hang on to that thought, I’ll get to you in a minute”, if they persist, be more forceful “Jane, let Mike finish. we will get to your point momentarily”

All too often, people’s passion takes over so courtesy and politeness go out of the window. Rather than treating this as an unacceptable behaviour or trying to shut someone up … change it!

Coaching to success see this behaviour all too being invited to act as arbitrators. If this is something you feel your organisation could benefit from, contact Neil on 07761 187238 or email neil@coachingtosuccess.co.uk to see what further ways we can help you and/or your business in getting the best from ALL contributors.

Management vs Motivation

For this article, I thought I would look at how Management can complement but also deter motivation and bring to your attention some key areas to consider.

I’ve combined Douglas McGregor theory on human motivation which describes two contrasting models of workforce motivation and Extrinsic/Intrinsic motivators.

To start, looking at McGeror’s theory. Simple in its delivery but look how it illustrates two opposing sets of assumptions underlining management policies and practices, can you see these within your own workplace:

Theory ‘X’ naturally exhibit:

  1. Inherent dislike of work
  2. Lack of ambition
  3. Prefer to be directed
  4. Avoid responsibility

Coercion, direction, punishment, monetary rewards needed to meet objectives

Theory ‘X’ managers typically use:

  1. Time-keeping and close supervision
  2. 3rd party quality control (Gets another person to check your work rather than allowing you to check it yourself)
  3. Narrowly-defined jobs & precise, legalistic job descriptions

I find such managers may be autocratic, judgmental & over-bearing, and essentially ‘Controlling’. Companies/organisations with such assumptions are likely to be rigid and unresponsive to customer needs.

Theory ‘Y’ naturally exhibit:

  1. Self-direction in serving objectives to which they are committed
  2. Rewards associated with achievement
  3. Accept and seek responsibility
  4. Creativity, imagination and ingenuity
  5. Intellectual capabilities are generally only partly utilised.

Theory ‘Y’ managers typically:

  1. Affirm people, exhibit trust
  2. Create conditions where individuals can achieve satisfaction while directing efforts to the achievement of organisational objectives.
  3. Provide employees with scope to use talents & creativity
  4. Believe in participation not prescription

Companies with such assumptions about people are more likely to be flexible in facing a changing world.

EXTRINSIC & INTRINSIC MOTIVATORS

Money helps attract and retain good people but consider this for yourself, is it enough to keep people motivated. Research shows these are the most important motivators.

  1. Full appreciation of work done
  2. Feeling of being involved / knowing what’s going on
  3. Job security
  4. High salary
  5. Interesting work

EXTRINSIC

  • Cash, material benefits, holidays
  • Security
  • Working conditions
  • Career development                                                           

INTRINSIC (*)

  • Sense of purpose & achievement
  • Autonomy
  • Sense of knowing what’s going on
  • Feeling of job competence

(*) Team leaders need to concentrate on this area

CREATING A MOTIVATING WORK ENVIRONMENT

  1. Set challenging targets
  2. Fully inform your team about decisions
  3. Involve more people in planning & innovation
  4. Delegate effectively
  5. Give responsibility for achievement
  6. Clear linkage between effort and reward
  7. Recognise achievements

My belief is taking theory ‘Y’ and combining with the motivators makes not only for a happy working environment but a much more productive one.

Coaching to Success looks at the way you or your team(s) manages the business and then help you to find the best way forward for all concerned.

Aristotle quoted “The whole is greater than the sum of its parts” so we give you the means to make your company/firm better than your competition, all you have to do is take the first step by contacting Neil on 07761 187238 or email neil.nutburn@coachingtosuccess.co.uk to set up a free initial conversation to discuss areas you care to improve – take a step into Theory Y!