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Will You Add? - Delegating for Initiative
Most executives truly believe that they know how to lead effective meetings.At least that's what they'll tell you.But if you ask a member of their staff, the response may be nervous laughter. Or a cough. Or maybe a letter like this one."Years ago I worked for a man who LOVED meetings. The more we had and the longer they took, the happier he was. I, on the other hand, hate going to meetings. Bad m
4. Is this a routine or special case? Why is this issue coming up now?
5. When is the deadline? When does the boss need it? By when should you be done with it so it can be reviewed before the big event?
6. Who else needs to be included to ensure you have all the information?
7. What is the best format? Are there supporting materials that need t
This is one of those broad questions that can take you down the wrong road unless you have done some thinking about what to say ahead of time. This question deals with your ability to sell yourself. Think of yourself as the product. Why should the customer buy?Answers that WON'T WORK -'Because I need a job.' -- This answer is about YOU -- 'they' want to know what you can do for 'them.''I am a ha
The manager admitted being too quick to tell. Now it was time to coach new behaviors.
We came up with a good list of questions to ask when an employee needs direction, and you want them to take the initiative.
Let's take an example of needing to prepare a briefing report for the "big boss." You know, and your employees know, the kind of person the boss is, what he likes to focus on, and how he likes information fed to him.
This is not a new kind of project, but typically the employees would wait for your step-by-step direction, or at least an outline of where to go. You want them to take a stab at it on their own, with the objective being their learning the process so they'll be able to come up with a good report on their own.
Start your handoff conversation with the employee by outlining the overall project and reminding them that it is similar to others they've done in the past.
Ask, "How do you think we can do this?" Then stop talking and listen.
If they come up with an approach that will work, encourage them to get started.
If they don't come up with a viable process, don't tell them what to do . . . this is listening and redirect time. Ask:
1. What's the boss' objective? How will the boss use the report?
2. What's the boss wanted in the past? Not wanted? Are there types of information or questions that must be covered? What can be omitted?
3. Given what you know about the audience for the briefing, what questions will they want answered? What have been sticking points in the past? What are the biases and favorite themes of the audience members?
4. Is this a routine or special case? Why is this issue coming up now?
5. When is the deadline? When does the boss need it? By when should you be done with it so it can be reviewed before the big event?
6. Who else needs to be included to ensure you have all the information?
7. What is the best format? Are there supporting materials that need to
Many managers struggle with recognition. Most err on the side of not recognizing their team members enough. Very few provide too much recognition. Here are a few tips to help guide you toward recognizing well, and benefiting from the results.1) Just Do It – You need to make the time to recognize. Make a commitment to recognize at least one person per month. Set aside time in your schedule to do it:
This is not a new kind of project, but typically the employees would wait for your step-by-step direction, or at least an outline of where to go. You want them to take a stab at it on their own, with the objective being their learning the process so they'll be able to come up with a good report on their own.
Start your handoff conversation with the employee by outlining the overall project and reminding them that it is similar to others they've done in the past.
Ask, "How do you think we can do this?" Then stop talking and listen.
If they come up with an approach that will work, encourage them to get started.
If they don't come up with a viable process, don't tell them what to do . . . this is listening and redirect time. Ask:
1. What's the boss' objective? How will the boss use the report?
2. What's the boss wanted in the past? Not wanted? Are there types of information or questions that must be covered? What can be omitted?
3. Given what you know about the audience for the briefing, what questions will they want answered? What have been sticking points in the past? What are the biases and favorite themes of the audience members?
4. Is this a routine or special case? Why is this issue coming up now?
5. When is the deadline? When does the boss need it? By when should you be done with it so it can be reviewed before the big event?
6. Who else needs to be included to ensure you have all the information?
7. What is the best format? Are there supporting materials that need t
Over the years I have worked with numerous people on career development, from the high flyers in the city to mothers that wanted to start a home based business. Some of the people that I worked with said that they had their dream job, or it would be if only they could get a pay rise and be adequately paid for the great job that they do.So if you are one of these guys, I have made a short list of tips that you
Start your handoff conversation with the employee by outlining the overall project and reminding them that it is similar to others they've done in the past.
Ask, "How do you think we can do this?" Then stop talking and listen.
If they come up with an approach that will work, encourage them to get started.
If they don't come up with a viable process, don't tell them what to do . . . this is listening and redirect time. Ask:
1. What's the boss' objective? How will the boss use the report?
2. What's the boss wanted in the past? Not wanted? Are there types of information or questions that must be covered? What can be omitted?
3. Given what you know about the audience for the briefing, what questions will they want answered? What have been sticking points in the past? What are the biases and favorite themes of the audience members?
4. Is this a routine or special case? Why is this issue coming up now?
5. When is the deadline? When does the boss need it? By when should you be done with it so it can be reviewed before the big event?
6. Who else needs to be included to ensure you have all the information?
7. What is the best format? Are there supporting materials that need t
As a consultant, I’m always trying to find ways to provide better service to my clients along with delivering more value for what they pay me. Whether it is a little piece of advice that helps in an area on the periphery of the services I provide or connecting a client with a resource totally unrelated, the focus is always on giving the customer what they need. That got me to thinking about what the customer could
1. What's the boss' objective? How will the boss use the report?
2. What's the boss wanted in the past? Not wanted? Are there types of information or questions that must be covered? What can be omitted?
3. Given what you know about the audience for the briefing, what questions will they want answered? What have been sticking points in the past? What are the biases and favorite themes of the audience members?
4. Is this a routine or special case? Why is this issue coming up now?
5. When is the deadline? When does the boss need it? By when should you be done with it so it can be reviewed before the big event?
6. Who else needs to be included to ensure you have all the information?
7. What is the best format? Are there supporting materials that need t
I’ll always remember Melanie. She wasn’t my first girlfriend. My wife Jill was my first girlfriend, and my second and ...well you get the picture. Melanie wasn’t my 7th grade English teacher either. That unfortunate task went to Mrs. Jonestup, who faithfully tried teaching me grammar, while I stared out the window. Melanie was my server on a recent trip to the California Pizza Kitchen. She smiled the entire time
4. Is this a routine or special case? Why is this issue coming up now?
5. When is the deadline? When does the boss need it? By when should you be done with it so it can be reviewed before the big event?
6. Who else needs to be included to ensure you have all the information?
7. What is the best format? Are there supporting materials that need to be included?
8. Are there any hidden agendas or lurking issues that impact the way this information is delivered?
Listen to the answers very carefully. Be sure to probe for more information if the employee isn't certain or clear. No matter how annoying or painful . . . just don't tell them what to do.
Your objective is to get them to start acting on their own, rather than asking for specific tasks to do at each step.
Alright . . . so there were only 8 questions on the list. But when you coach employees to take initiative, you will need to add, in real time, more questions to help them probe deeper so they'll see what they need to do to make the project a success.
If you tell them, you've taken back the project. If you ask, and patiently wait for an answer, then redirect when they're slipping off track, they'll own the project.
And next time, the conversation about new projects will be shorter, and the finished product better.
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