CONSTRUCT2012 Education Session W10 - Balance between doing & managing

CONSTRUCT2012 - W10 Balance between doing & managing

7 steps to effective delegation

DEFINE task
Determine tangible & measurable OBJECTIVES
SHARE RESOURCES
TIMEFRAME
REPORT PERIOD
FEEDBACK
7?

SKILL: recognize what and when to delegate
Redefine a fulfilling day
Successful mgmt is "not doing"
Measure accomplishment by what your TEAM did, not by what you did
Determine ways to test progress without re-doing each task
To become a manager, STOP DOING AND START MANAGING

How to measure your own mgmt skill level
Look at the RESULTS not the method
let others think outside the box
measure your success at SUPPORTING DELEGATION even more than how well the task is achieved

Projects with short timeframes and measurable outcomes
Small projects that are not critical. Or large that cAn be broken down into manageable tasks
Then say that's what success looks like

Predefine reporting requirements
Predefine measurable milestones
  Create your own inspection process
This Avoids micromanagement

Never delegate in a rush:
 You can do it all better and faster than everyone who works for you. (should be the case). But you can always do more by delegating.

Communication requires clarity of expectations. Avoid teenage logic. Eg you can't be up until 2am playing computer games and do well on your homework.

Convey how you measure outcome

Encourage ingenuity and initiative

Set clear timelines

Provide authority with responsibility. If you make somebody responsible, don't make them run back to the boss every time they have to do something.

easier to measure a "do" task, not planning, strategy or organization

You are still ultimately responsible

Employees must agree with the Mission Statement of the business

Both you and the employees need to commit to delegation

Employees need to see the consequences

What motivates the people you are managing? What are their short term and long term goals?
-desire to learn
-willingness to try new things
-understand the company's needs not just their own needs

Don't let an employee hold you hostage
Perhaps this employee is expendable
Don't let one employee make or break your company. Don't think that one employee has that power.

In this country we have been too slow to fire and quick to hire. The recession changed that.

Growth an only be achieved though delegation
Allow for failures, allow for mistakes
You aren't perfect neither are they
Responsibility can be a true motivator for employees
Publicly acknowledge the success of others. Requires an honest effort.
Do it again!
Money is not the ultimate motivator
Some employees thrive on responsibility
Some want growth
Others want additional training opportunities,
flexible hours

Determine your passion
What do you like to do
What are you good at
What is an ideal day at the office
Best employee is one that wants your job when you get an even better one

Not delegating a task because only you can do it = you don't know how to manage

Look for improved process, not perfect results

Think about where there are less consequences of not getting it done right or on time (candidates for delegation) AND where your team can still make the most money for the firm (candidates for delegation!)

Feedback - after a failure, figure out together how to improve process. Those who can contribute well to that discussion are best to move forward for future delegation.

Backsliding (in your delegation abilities)
-Failure is measured incorrectly
-Look for opportunities to improve communication and forming expectations

Best executive has sense to pick good people and restraint to keep from meddling with them while they do it - theo Roosevelt

If you expect the best, you should be the best. Lead by example eg integrity. Think about messages you send by your actions

Mediocrity is contagious

An unhappy employee can do nothing but make other employees unhappy. Don't allow for mediocrity

Time is money. Do you value your time? Your employees time? If you promise an answer, give a time deadline AND FOLLOW THROUGH.

Get to work and spend an hour doing something other than email and phone.

Think about your communication style and what message it sends

In many cases it is more efficient to use a phone call, then follow it up wih a very quick email.

Sarcasm doesn't come through well in email, even with a smiley face.

For something urgent, use the phone

Don't try to "accomplish" stuff during meetings. Set priorities, assign accountability, report progress, see who needs help.

be on time to meetings!
-never reward latecomers. Ie don't summarize what we've been talking about for the last 10 minutes. And don't wait for everyone to show up.
-if you always start on time, even if only 1 other person is in the room, soon others will come on time
-have standing up meetings

Manage conflict
-handle it and move on

Evaluate your own relationships with:
Employees, clients, GC's, subs, other ae's, inspectors, fm's

Feel, felt, found

Treat employees fairly
Stand behind employee decisions. Don't undermine others.
Set rules and processes. Follow through.
Don't take your anger out in public
Don't take your anger out on the wrong people

Evaluate your company culture
Not just what they do but how
Describe in terms of internal communication, teamwork, mgmt style, respect
Ask others what they think about your company. How would somebody describe your firm?

Are you motivated, or demotivated?

Do not give up. It is a hard skill to master. Leadership and delegation provide growth and success. But in the beginning it's harder. Do you want to be a mgr?
Make time to work ON the business, instead of IN the business.

What is the first task you want to delegate?
How will you improve the way you manage?
What worked and didn't work?