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Initial Draft By Meghan Stalker, VMD As Outlined After Listening to the Career Track CD-Rom On This Subject Edited by JF Wilson, DVM, JD
1) Make list of action items (or weaknesses) upon which you want to focus your attention as an emerging, effective delegator a. Circle the two things with which you want to start i. ii. Covey says it takes 3 weeks to change a habit After three weeks pick two more to implement
2) Understanding our role as leader a. Learn to manage your time which, in all likelihood, will require a change in thinking b. Definition of “logistical success” i. The ability to achieve the best results in the most efficient way
ii. If we do not get the MOST important things done, we are not being effective iii. Key to success = understanding priority management 1. Use Steven Covey’s four quadrants of thinking, which means that all tasks to be done can be placed in four sections on a piece of paper a. Quadrant of crisis i. ii. Important, urgent, real Not a healthy place to live
iii. Logistical success = manage quadrant of crisis b. Quadrant of planning
Doing things that are urgent but not important = “the stuff” ii. Implement this into your daily thinking – can do this by planning weekly (create a weekly prioritized to do list) 2 .g. Make a prioritized to do list iii. Quadrant of deception i. What can I do today to prevent problems tomorrow ii. Quadrant of waste i. These things can often be delegated to someone else d. Not important. iii. Delegation is a quadrant of planning activity c. Common if you are disorganized iii. If you are unorganized you do not have time to delegate c. Action steps: i. A to do list alone is not enough. I will practice quadrant of planning thinking 1. Avoid by having a prioritized to do list. not urgent things ii. minimize quadrant of crisis iii. Make a sign for your desk saying “What can I do today that will prevent problems tomorrow?” ii. Action step: get organized. increase the amount of time you have for accomplishing the important things iv.i. Get organized .e.g. If manage quadrant of planning. what can I do today to have an additional 45 minutes tomorrow iv. looking for things you cannot find. E.
take the rest of the items on your list and assign them a priority and assign them to daily to do lists i. Vision is why we do what we do – what is the benefit to the world at large because you do the work that you do 3 . Once you have established the big ticket items. At a minimum. every evening stop and look at what you accomplished and what you did not accomplish. someone else’s ABC or planning for the big ticket item – usually you will elect to plan for the big ticket item rather than the distraction which results in greater productivity b. After make plan for what the high priority item will be for the next day. Finally. NOTE: if you delegate. When do this will see “big ticket items” = the most important things that we need to get done become clear a. Step one is to have a vision i. you must do so in a timely fashion – do not place someone else into the quadrant of crisis – this is part of treating your team well a. If distractions come along. Have people whose emotional bank account is full – do this by delegating appropriately and in a timely fashion 3) Involving the team a. iii.pick the person to whom you want the task delegated 1. review to see which of the tasks you can delegate to someone else . With those make an appointment with yourself on your calendar to do those things. make it clear to the person the benefit of taking this task on – make them feel involved 2. You can do this as often as 2-3 times per day ii. When you delegate. If you did not accomplish something ask yourself why. you then get to make a choice – what is more important.2.
Ask for input on goals. they are not “your goals”. Identify the stakeholders i. As a project manager you have to determine which of these constraints is the most important – this is the DRIVER – you need to share this with the team 4 . Quality 4. Time 2. This is what you must communicate to your team – vision is a powerful motivator b. This is the big picture thinking 2. Key = verifiable and measurable information a. Budget. Remember. Budget 3. First thing is to define the purpose of “scope statement” of the project 1.1. Get input from the team i. etc because everyone likes their own ideas best ii. Every project has 3 constraints 1. Get as much buy-in as you can from each of these individuals who will be involved in helping carry out tasks 4) How do we get our teams to work effectively a. and the compile the ideas as a larger group which can help you to 1. they are the “team goals” iii. end-dates ii. You can do this by placing people into small groups (b/c people work better in small groups” and get them to list strengths. Identify tasks to accomplish a. weaknesses. people. Talk to the team about the project plan i. timelines. etc. People likely to have “ownership of the ideas” which translates into self-delegation (people ask to help/accomplish tasks) c.
This is not a blame game. weekly meetings v. Describe your project objectives 1. but accurate. This means the team played a role in the planning of the project 2. and regular ii. At the end and along the way have “wrap up or lessons learn” meeting 1. Motivation is things we cannot see (e. When you celebrate with your team you are putting deposits in the emotional bank account of those people b. etc) i. sincere. Praise should be detailed. Get the team to identify all the tasks that need to be accomplished in order to complete the project a. praise). this is different from incentive which is stuff (best parking space. Often we start with efforts to implement an idea or project and then wonder why something does not work 2. Quadrant of planning is what have we learned and what will we do differently the next time 5) Motivating people to help or do their “fair share” a. this is the quadrant of waste 2. Talk about contingency plans with team – what do we do if a problem arises? iv. Then assign each of the tasks to individuals with the attached time lines c. Have daily. Wrap up and celebrate successes 1. Have frequent meetings to assess how things are progressing a. Learn from past mistakes i. Then determine time lines for each of the tasks b.g. Implement and follow up 1. This is especially key for people who do not report to you and who may have competing loyalties in doing work for multiple departments 5 .iii.
what is important is to be clear and consistent about how much authority they have 1.1. but motivated people who receive incentives for working hard in the future often are appreciative and it has a truly positive impact ii. Do not praise and hold people accountable in the same sentence. If you hold people accountable. How much is often not important. Help them develop their strengths and delegate accordingly Let the team be aware of everyone’s strengths 6 . – here is the budget – spend it as you see fit – the only time I need you to talk to me is if it look like we will be going over d. Once motivation is in place. When you give credit you put huge deposits in the emotional bank account e. They should be done at separate times.g. Sometimes we like to keep the credit for ourselves but we as leaders are only as good as the people that we lead ii. Action point: make a sign on your desk that says APPRECIATE c. E. If they work for someone else. you can often give complements to the individual but also copy their boss for an added bonus/deposit in the emotional bank account b. Know the strengths and weaknesses of your team members i. f. If you do not hold individuals accountable you are communicating to the rest of your team that the individual who is breaking or has broken the rule is more important than everyone else ii. that is when incentives really work i. Note: people usually do not work harder for you AFTER they have received the incentives. Give people the authority that they need i. ii. Hold people accountable i. Give credit i. The mistake we often make is that we try to provide incentives where there is no motivation – these efforts often fall flat iii. people will respect you more iii.
are we just better off to do the work ourselves? a. increases your efficiency c. As a leader/manager you are responsible for making sure the tasks on your list are completed by someone.g. They might do it wrong. Sometimes people will deliberately do tasks wrong so they avoid having things delegated to them – these people will be readily identified in this system and they can/must be dealt with accordingly ii. Use the benefit formula i. If you want to be logistically successful you must delegate appropriately b. we have to teach them how to do it right 1. Big mistake – we delegate the task – person does it wrong – leader takes it back and fixes it without telling the other person it was done wrong a. in turn. therefore. hopefully. not just you 7 . Four reasons why people do not like to delegate i. Let them see the benefit that is being provided to them by doing particular tasks – when someone sees the benefit they are more likely to do it 6) This all sounds like a lot of work. we might lose control of the project and. What you should do is tell the person i. perhaps. Worse is to continue to give the task to your “right hand person” – problem is that if do this over and over again that person becomes overloaded and you are downplaying other members of the team – this is a withdrawal from the emotional bank account b. our job 1. If we delegate too much. Showing someone how to do it right is a quadrant of planning activity – in the long term this is a valuable investment – you increase the number of people to whom you can delegate and who will do a good job which.
E. Make a spreadsheet of all the tasks you have delegated or use the one created as a complement to this document i. Review the spreadsheet frequently. Column 1 defines the task Column 2 states the date due iii. In this case. Column 3 stipulates which person(people) is/are responsible iv.a. However. especially at the beginning of each day. as sometimes this can be true 2. we need to decide if it is worth the time that will be invested or required to delegate it and assure that it gets done a.g. Have the spreadsheet open on your computer all day long so you can place tasks on it and fill in the other columns as they come to your mind. c. to see if you are always delegating tasks or particular kinds of tasks to the same people iii. making a meeting agenda – if it takes us one hour per week but teaching someone else will take three hours – after three weeks I as the leader start gaining an hour a week. the three hour investment is a quadrant of planning activity 3. when we are looking at the task. On occasion this is o.k. ii. It takes too much time to teach them/I can do it faster myself 1. Column 5 leaves space for notes to the parties who are working on the task b. and get them out of your actively engaged brain. Column 4 is a flexible one that updates the status of task v. If you continue to “do it yourself” this becomes cumulative and you get yourself into trouble by always feeling overwhelmed 8 . Being able to record them. helps you concentrate on the task upon which you are working d.
Formalize this by making appointments with your underlings or teammates – ask them to draft their questions ahead of time 1. too. learn from your mistakes. Think through the training needs i. or you will never be an effective delegator or leader b. this increases trust and you can say I need AB by noon and CD by 4 o’clock ii. Benefit is that you have to develop these people on your team. Delegate the project or request 1. what kind of skills might they need c. if they come through. Be flexible 9 . I need A by 10 o’clock. Continue to supply the resources i. Which tasks should I delegate b. Go back to the to do list 1. Delegate the task 1. how to deal with different departments and personalities in the organization iii. You need to make yourself available to your people at the most important times they need access to your instruction ii. Harriet I need this done by noon on Friday and – it will be done 8) Overall steps to successful delegation – quadrant of planning thinking a. Person that you trust – the one who always gets it done i. B by noon and C by 3 o’clock 2. Over time. Who can do it. Help them to see the pitfalls. Think through the decision i.7) Types of people a. People that you do not trust – the one who you ask to have a project accomplished by noon on Friday and they call in sick Friday morning leaving you in the quadrant of crisis i.
If they are doing it differently than you would but still getting to the bottom line this is o.com.k. Follow up with your spreadsheet to make sure the tasks you are delegating are being done as you have planned them The CD from which the basic outline of this document was established can be found on www.1. It is “entitled How to Manage Projects and Priorities Using Effective Delegation Skills” and can be purchased for $199.careertrack. – everything does not have to be done your way d. 10 .
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