Tag Archives: delegation

A Strong Excuse to Procrastinate

“That was the missing link,” said Jeremy. He explained his meeting with Sylvia. As suggested, he went back to outline the list of next steps for the project he had assigned to her.

“Even Sylvia was relieved,” Jeremy explained. “She agreed. The reason she did not start the project was that she was never clear on what to do first, so she procrastinated. The simple process, to clarify the next steps made all the difference.”

“And how many steps in this project?” I asked.

“Five simple little steps. But until we laid them out, the project was going to sit until it was too late.”

“When will you follow-up on the five steps?”

“Friday, at 3:00pm. At least I learned that lesson, to calendar my follow-up meetings. We will see how she does.”

All in all, it was a good week.

Interim Checkpoints

Jeremy was standing when I got to the courtyard. “I think I got it figured out,” he said. “You were right. I can tell you exactly when that unfinished report will hit my desk. Next Tuesday, because it is due next Wednesday.”

“And so, sometime on Tuesday, your teammate will realize it won’t (can’t) be done, go ask your boss what he should do and your boss will say what?” I smiled.

“My boss will say, give it back to Jeremy and he will get it done.” Now, it was Jeremy’s turn to smile.

“Why are smiling? You were pretty upset last week when it happened to you.”

Jeremy cracked up. “I know. It’s weird. When you know it is going to happen, it’s funny, like watching America’s Funniest Home Videos. You know the guy is going to smash into the wall and it’s funny.”

“So, what are you going to do differently, because next Tuesday, this will not be so funny?” I asked.

“Well, first I am going to set two follow-up meetings this week to make sure the project is kicked off and underway. Then next Monday, I will have a final follow-up meeting to get the last revision so I can review it on Tuesday. If we have a final touch-up, that will be okay. I guess it’s all in getting ahead of the curve.”

“You learned a valuable lesson about follow-up. It is the one place that most managers drop the ball and it is as simple as scheduling on your calendar.”

Predictability of Unfinished Work

Jeremy pulled me aside as I walked down the hall. “I have the same situation,” he said.

“What situation?” I asked.

“My boss hands all the stuff to me to make sure it gets done, but he never makes it clear that I have to delegate most of the work to other team members. Worse still, he doesn’t support me when I get push-back on some of the assignments. He lets these people off the hook as soon as there is a whimper. I was here until 10:00p last night working on a project that I assigned to Sylvia two weeks ago. I found it on the corner of my desk yesterday with a note.

I didn’t have time to get this done. It is due tomorrow. I talked to the boss and he said just give it back to you. He said you would take care of it.

“I am not the manager, but the boss expects me to make sure everything gets done.” Jeremy was clear eyed, but you could tell he felt pretty beat up.

“Sounds to me like the boss expects you to take care of it. Tell me, how do you like working until 10:00?”

“I don’t. I was so mad, I could have strangled Sylvia.” Jeremy fidgeted.

“So, what are you going to do differently next time?” I asked. “Because this will happen again unless you do something different.”

“What else could I do?” Jeremy sat straight in his chair. “I saw the package at 4:30 and there was five hours of work that had to get done. I had to stay.”

“That wasn’t the question. The question is how are you going to prevent that from happening next time?” Jeremy was stymied. “Let’s take a break,” I continued. “Get some fresh air. I will meet you out in the company courtyard in about ten minutes. I have to check on something. Then we can talk some more. Until then, here is a clue about where I want to focus. What day next week is the next unfinished report going to land on your desk?”

A Team Member’s Perspective

James stared at the project on his desk. It was a tidy project that he could delegate, probably free up four hours of his time this week.

This is where most managers start. For the manager, delegation is your most powerful time management tool.

I asked James to make a list of the benefits of that delegation to his team member. The list was quick. The team member would:

  • Learn a new skill.
  • See their contribution as valuable.
  • Have a better sense of the big picture.
  • Experience more job satisfaction.

I asked James if the list had anything to do with time management. As he studied each item, it became clear that, from the manager’s perspective, we were talking about time management, but from the team member’s perspective, we were talking about learning and development. Delegation may be a powerful time management tool, but it is also your most powerful people development tool.

Levels of Work and Morale

From the Ask Tom mailbag –

Question:
Let’s say I buy this stuff about levels of work. What will it help me do as a manager? What results should I see?

Response:
Immediately, as a manager, understanding levels of work will assist you in figuring out what you can delegate and what you have to self perform. As you look at task assignments, understanding levels of work will help you understand who to delegate work to.

Here is the immediate impact, you can make sure there is enough challenge in the work for your team to feel engaged at the highest level, stretched to their maximum capability. When people find challenge in their work, using their full attention and competence, what happens to job satisfaction?

There is no managerial trick. As a manager, you do not have to become a motivational speaker. It’s all about the work. Match the level of work in the role with the capability of the person. Maybe it is a little like magic.

Shell Game for Amateurs

From the Ask Tom mailbag –

Question:
You talk about time-leverage. You talk about working one hour to gain two hours productivity. How does that work?

Response:
No manager can afford to work very long at a time ratio of 1:1. Working one hour to gain one hour’s productivity is a shell game for amateurs. Even working managers have to devote a significant focus to time-leveraged activities. How do you work for one hour and gain two hour’s productivity, or work one hour and gain five hours productivity?

The central element of leverage is delegation. Take project that would take you five hours to complete. Call a 20-minute meeting with three of your team members. In the meeting, you describe your vision for project completion and the performance standards for project completion (including quality and time frame). The rest of the twenty minutes is a discussion of the action steps , resources and who will be responsible for what. The three team members each take a portion of the project, two 10-minute follow-up meetings are scheduled and off we go. As the manager, you end end up with one-hour of meetings, your team members work the five hours of the project. You work for one hour, you get five hours of productivity. (1:5)

Here’s is the challenge, what does (1:10) look like? I consistently work with executives whose goal is (1:100), that is one hour’s work to produce one-hundred hours of productivity. How about you, what is your ratio?
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Hiring Talent 2019 (our interactive hiring program) is scheduled for release, Mon, Jan 7, 2019.

All in the Way You Think

Management is about leverage.

Most people work on a ratio of 1:1. They work for an hour and they get one hour’s productivity. Managers have to get far more leverage from their time than 1:1. A manager cannot afford to get only one hour’s productivity for one hour worked.

How can you get two hours productivity from one hour worked? It’s a fair question.

The obvious answer is delegation. But the challenge continues. How can you get three hours productivity from one hour worked?

But here’s the real challenge – How can you get 50 hours productivity from one hour worked?
Chicken feed. How can you get 100 hours productivity from one hour worked, every month, month in and month out?

Most managers view delegation from the perspective of time management. Dumping. If you dump enough stuff, you can get five, six, even ten hours of time back, but you are still working on a 1:1 ratio.

Only if you look at delegation as development, do you begin to understand true leverage. One hour can turn into 100 hours productivity. How would you like to work for 5 hours and gain 500 hours productivity over the next 30 days? It’s all in the way you think. So, how do you think?

Real Leverage

It all starts with purpose And there are only two purposes.

If you make a list of all the benefits to the manager from delegation, you get an impressive inventory (Be selfish, think only of yourself):

  • More time for golf.
  • More time for lunch.
  • More time for surfing the internet.

That’s nice. But you also get:

  • More time for thinking.
  • More time for higher level work.
  • More time for planning.
  • More time for organizing.
  • More time for analysis.

Things you were hired for in the first place, but have no time for.

Now, list the benefits of delegation to the team member:

  • Cross training.
  • More responsibility.
  • Eligible for promotion.
  • Understanding of the bigger picture.
  • Feeling of importance.
  • New skills.
  • Credit for a new “job well done.”
  • Feeling of pride.
  • Eligible for higher compensation.
  • Feeling of teamwork.
  • Higher level of motivation.

Two different lists, one for the manager and one for the team member. Look at the themes. What do you see?
List one, for the manager, the theme is unmistakably time.
List two, for the team member, the theme is unmistakably development.

And, so these are the two purposes for delegation.
One: Time (Delegation is your most powerful time management tool)
Two: Development (Delegation is your most powerful people development tool)

So, which one gains the manager the most leverage?

Can’t Trust My Team

From the Ask Tom mailbag –

Question:
I have this ongoing discussion with my boss about whether I delegate enough to my team. There are some things that I just don’t feel comfortable delegating to other people. I have been let down too many times before.

Response:
Most management “skills” or management behaviors, we learned from our parents, a teacher or coach when we were young. That’s just the way it happens. As much as we might think that we read and learn better ways of doing things, we find ourselves migrating back to the days in our childhood. Whether or not we delegate has little to do with technique and everything to do with what we believe…about delegation.

Most people believe (because they were taught by their parents) that if they want something done right, you have to do it yourself. You have been let down by a team member in the past (which reinforces your belief). Here’s the real question: “Is your belief accurate, or is it just something that is holding you back?” What we believe is much more powerful than any skill we possess.

To explore this further, make a list of why you don’t delegate more often. Your list will include things like:

  • I can’t trust my team to follow through.
  • No one is trained to handle this delegation.
  • I don’t have enough time to train someone to do this.
  • I can do it myself in one-quarter of the time.
  • My team is better at squirming out of responsibilities than I am at holding them accountable.

It is quite a formidable list. Whatever technique or model you use to organize your delegation, it has to deal with your beliefs. If you still believe this stuff, you will hesitate and ultimately continue to do things by yourself. You will lose the leverage of your team and ultimately underperform as a manager.

Your Only Hope

“But how do you get out of the weeds?” Lawrence complained. “So much stuff hits my desk. I am constantly walking the floor. Everybody seems to have a problem for me to solve. All of a sudden, the day is over and I have done nothing. The next day, it starts all over.”

“Dig a little, beat back the alligators, dig a little more,” I said. “Understand that this is not a time-management problem. You cannot organize your way to greatness.

“This is the secret, the keys to the kingdom. Your only hope (in this case, hope is a strategy) is to improve your delegation skills. Delegation and training. The only thing that will keep a manager out of the weeds is to build a team to support the position. When a company gets big enough, it is called infrastructure. Without that support, there is no hope.

“Nothing great was ever created by individual achievement. You have to build a team to solve the problems you used to solve. You have to build a team to make the decisions you used to make.”