Creating an Operations Manual So You Can Easily and Confidently Delegate Tasks

Posted on by Meggin McIntosh

 

One of the keys to delegation (and to an everyday, smooth flow in your office and your business) is to create an operations manual. This may feel like an overwhelming task, but it is not…if you follow the tips in this article. Continue reading →

The Key To Delegation…

Posted on by Jim Estill

Thank+you+sign
I would not have had success in my business life without delegation.  Delegation has been the key to how I have scaled my business.  It would not have grown to $2 Billion without it.  And despite being a great proponent of delegation, I am always still learning how to do it better.  And I constantly analyze why I think I have had success in delegation and I think it is simply that I thank people for helping.

Thanks is motivational.  It is amazing what you can get with a simple verbal thank you.  Couple that with an email or even a personal note and you will be in the top 1% of delegators. Continue reading →

Dusting Off Your Leadership Skills

Posted on by Michael Cloutier

I spent the weekend moving my home office from the basement to a spare bedroom. Now I’ll be completely honest, I would have much preferred to be out golfing. But in the end, it was a great process.

As I was clearing out some stuff and assessing whether I needed to hold onto other things, it got me thinking about my leadership skills. The more papers I sorted, the more I thought about my skills.

Just like our stuff, which tends to pile up and get a bit outdated, our skills often benefit from a tweak here and there. It occurred to me while I was knee deep into ‘Spring Cleaning’ that I should be looking at my leadership skills at the same time. What should I keep? What can I toss? And what should I fix?

Leadership is a multi-faceted concept, so I broke my personal assessment down based on the Proactive Manager model:

Principles: What are my driving principles? Am I consistently referring to these with all decisions and actions? Do my communications support my principles?

Personal Productivity: Am I focused on the right priorities? Are my systems good enough to help me achieve my goals? Am I allocating my time effectively across my different goals? Am I focused?

Process: Am I effectively enabling and leveraging the talents of my colleagues? Am I providing sufficient support? Am I allowing them to take full responsibility for their work? Am I providing timely, balanced and clear feedback?

People: Am I focused on developing intentional relationships with my colleagues? Am I listening and following-up? Is my team engaged?

After going through this process, I noted several things that I liked and a few things that I wanted to tweak. Most importantly, I walked away feeling more organized and grounded as a leader. It felt a lot like breathing in that good spring air.

The change of season is always a good time to step back and reflect or consider our path. With that said, there are lots of other times that can work for a process like this. Maybe it’s after your busy season. Maybe it’s at the end of the year. Whenever it is, make sure not to miss this important reflection period.

Confessions of an Organizing Junkie

Posted on by Ann Gomez

While I was packing away some of my winter gear I noticed a stack of neglected files in my front hall closet. Deep down, I knew they were there, but I just wasn’t prepared to admit it yet.

The problem is, once I had those files in my sight, other images started flooding to mind.  My file drawers are begging to be culled and my To Do list is due for an overhaul. (Seriously – did I really think I’d get to those tasks that had been sitting there for months?)

Confession #1: Productivity Consultant and all – my office organizing systems are starting to run amok. (Don’t even get me started about my garage.) This spring weather has opened my eyes to things I chose to “ignore” for a tad too long.

It’s come time to admit it: I need to get organized.

Usually I am organized. Honest. I just slipped a little over the winter.

Now I have always prided myself on being an organizing junkie. (Hey – we all need something to brag about.) It’s just that somehow things started to slip over the winter.

Confession #2: I like organizing. True statement. I like to put things in their place and to have calmness around me.   Judge me if you must, but I think that organizing is fun.

Unfortunately, a few really good excuses enabled me to fall off the wagon.

Fortunately, I am a pro when it comes to busting excuses. Here they are – with the reality check accompanying them. Hopefully my painful journey will help you to avoid plummeting into the same pit.


Excuse #1: I’m too busy working to spend time organizing

Reality Check: I can fit anything into my life, if I deem it to be important enough. And clearly yes, lots of things do not make the cut. (Case in point: I’m not doing too many sit-ups these days.)

So what I needed was a reminder that being organized is important. It saves me time (otherwise wasted looking for things), keeps me thinking more strategically (and less buried in the weeds) and helps me to be more proactive about my deadlines. (There is nothing less productive than always working in crisis mode.)


Excuse #2: I don’t have any spare time to get organized

Reality Check: I need to make the time.

After weeks of denial, my office manager realized that I needed help and took matters into her own hands: “Ann: we’re going to take 10 minutes to clear this credenza.” I tried to protest – I had a workshop that afternoon and countless other urgent things to do. But deep down I knew that any attempt to resist organizing was feeble.  She is one of those people who it’s hard to say no to. You know the kind. Anyhoo, it was the best thing for me.


Excuse #3: I know where everything is. I’m not losing any time by being disorganized!

Reality Check: I was wasting time (and impact) looking, sorting, re-printing …

Yes, there is a chance that I am an exception to the abundance of research out there indicating how much time people lose on a daily basis from being disorganized. But I’d probably have more luck with the lottery.

Excuse #4: It would take too long to set up – who has the time?

Reality Check: Getting organized doesn’t actually take that long.

I have helped countless clients organize their office. In most cases it has taken somewhere between 2-5 hours. And the beauty of this project is that you can break it down, and get a big visual payoff at each stage.


Excuse #5: Getting organized is painful (ok – this wasn’t my excuse, but I hear lots of other people say this)

Reality Check: Getting organized is one of the quickest returns on your investment. And there is nothing better than a good pay-off.

It is a simple activity that reaps immediate benefits. Turn on the music, recruit help, bring in some yummy snacks and make it fun.


Excuse #6: My job is more strategic; I don’t have to worry about the details

Reality Check: When I am not organized I tend to get caught up in the weeds and reactive (versus proactive). I also run the risk of becoming a bottleneck to other people (who are focused on the details).

Being organized is an important part of being able to see the bigger picture, staying proactive and staying focused on our goals.
Excuse #7: My job is simply too busy to stay organized

Reality Check: If it isn’t easy to maintain, it isn’t the right system for me.

There is no ‘one size fits all’ model here. There is no shame in trying a new system. (And even the best systems out there need to tweaking occasionally.) Figure out what isn’t working and adjust accordingly. Keep it simple though. When things get too fancy, they become too hard to maintain.
Excuse #8: A clear desk will make it look like I have nothing to do

Reality Check: No one seriously uses this excuse anymore, right?

It’s very easy to let the systems slip. So as the sun shines outside, I’m putting the spotlight on my trouble areas. No more excuses, it’s time to get organized. On that note, I am going to update my To Do list. Feel free to ask me to show it off the next time you see me. It will soon be a beauty.

Things Not Better Left Unsaid: The Importance of Employee Feedback

Posted on by Laura Williams

It is sometimes said that employees don’t leave the company they work for; they leave the managers they report to. Not surprisingly, manager behaviour is an important predictor of an employee’s satisfaction and success at work.  A critical element of employee management is providing effective feedback to employees.  Providing the right kind of feedback at the right time is a significant motivating factor for an employee that translates into productive outcomes that benefit the employer’s operations.

In my over fifteen years of advising management as a labour and employment lawyer, I can attest to the fact that feedback is critical to an employee’s willingness and ability to contribute to an organization’s success.  Maintaining an ongoing dialogue of reciprocal feedback provides an employee with an identity of function, leading to increased productivity and achievement of team objectives. Moreover, it provides a feeling of empowerment that compels the employee to contribute positively to the overall culture of the workplace.

Many managers identify the formal appraisal process as the sole opportunity to provide employee feedback. What is not realized is that the failure to provide regular, constructive feedback can actually trigger the poor performance cycle: The manager becomes frustrated with the employee’s performance but fails to communicate why, or how the employee can improve. The employee senses the manager’s frustration but has no idea how to address the frustration thus perpetuating the performance issue. The manager’s frustration level increases.  The manager stops communicating with the employee and delegates the employee’s responsibilities to other team members. This causes the employee to disengage from the team and, in some cases, become disruptive by sabotaging the manager’s effectiveness. The manager’s frustration increases … and on it goes.

By being too focussed on planning, organizing and staffing the work, managers can overlook the key responsibly of sound employee management: cultivating productive relationships with employees.

Productive workplace relationships are founded upon trust. In a manager/employee relationship, trust is built by the manager creating open channels of communication and by providing ongoing and regular feedback on how the employee is performing in his or her role. With relatively few exceptions, employees need to know that they are valuable, competent and that they can positively contribute to their environment. Managers can only meet those needs and foster productive workplace outcomes through providing positive and/or constructive feedback.

With this in mind here are 5 strategies for how managers can use effective feedback to create productive, trust-based relationships with their team members:

1.   Be Accessible

Effective feedback thrives in an environment of open communication. Managers need to be approachable, and to take the time required to build relationships with their employees so that feedback is viewed as coming from a place of support rather than criticism.

2.   Communicate Feedback Appropriately

Ensuring that critical feedback is constructive and understood is very important. Don’t trust such delicate communication to email or other impersonal means which are susceptible to misinterpretation of tone and intention.  Performance concerns should be communicated face-to-face with opportunity for the employee to raise question or provide input.

3.   Provide Performance Feedback Continuously

The performance review should not be the first time that performance issues are raised. When an employee arrives at his or her performance review he or she should already have a good idea of what issues will be raised. The performance review should be the occasion where progress is measured or a strategy for improvement is discussed.

4.   Listen to Employees and Solicit Feedback

Trust is fostered in environments where feedback is a two-way street. This means actively listening to employees and making them feel that they have influence in their role. Moreover, employees should be invited to provide feedback on a manager’s style, for better or for worse. A manager’s efforts to improve are a solid trust-builder and are appreciated by the team.

5.   Be Solution Rather Than Problem-Focussed

Feedback on performance concerns should be constructive, with the focus being on how the employee can be supported towards improvement, where possible.

The above suggested strategies are proven techniques to building trust, and establishing respectful, productive workplace relationships.  Feedback is one of the keys to meting objectives and reducing turnover.

Seeking Feedback: It’s Your Responsibility, It’s Your Right

Posted on by Michael Cloutier

Feedback is a critical part of our growth and development. I have long believed that we need to grab the reigns and make sure that we are getting the feedback that we need. As professionals looking to grow and develop, it is not only our obligation, but it is also our right.

Feedback shapes so much of our career success. So I wanted to share my thoughts on the top things we need to know about seeking feedback.

Know what it is about

Feedback needs to be based on clear and specific goals. You and your boss need to come to a common understanding about these goals and how you are measuring them. Your goals should include both quantifiable outcomes (e.g., specifics such as numerical or tangible measurements) as well as competency development (e.g., behavioural skills, capabilities, etc.).

Know where you are

Once you have clearly defined your objectives, you can self-monitor on a daily basis. In fact, it is your responsibility to do so. Feedback allows you to validate your self-assessment and gain a broader perspective. Ideally, you and your boss are closely aligned in your opinions about your performance. Pay close attention to any discrepancies.

Know what you could change

Feedback helps you to decide whether you are on the right path. It also helps to give you the information you may need to chart a new path by helping you to understand what you need to do differently.

Know where you want to go

Feedback not only provides you with insight into today, but also a roadmap for how to get to where you want to be. Feedback allows you to check in on your progress on your future goals and  helps you know whether you need to course correct or chart a new path. It may encourage you to add or interchange some of your goals.

Know that it is your right

Feedback is the fundamental underpinning of a good relationship between an employee and their supervisor. There should be a shared responsibility for feedback, along with growth and development. While managers need to make sure they are providing feedback, it is equally important for the employee to seek it out. As a professional looking to grow and develop, this is more than a decadent indulgence. Feedback is your right.

Granted, some bosses are not as keen (or skilled) at giving feedback as we would like them to be. Somehow, you both need to find the courage in your relationship to obtain this feedback. You could facilitate this process by asking for targeted input. For example, you could say “I noticed that there was not much head-nodding or discussion during my last executive presentation. What else could I do to prompt this?”  In the event you encounter resistance from your boss and after failed attempts to request/encourage feedback, you may need to seek advice from your HR team. This may be difficult and will require courage on your part but it is imperative that you request a standard for leadership from your boss that you deserve. Obviously, this consultation with HR is a last ditch attempt but it may be necessary.

I have encountered many bosses that were willing and able to provide great feedback. I have also encountered a few that weren’t and did on one occasion seek support from my HR representative. I was pleased that I did in the end because after sitting down with the HR professional and my boss, we were able to convince him of the need for HIS benefit and mine. It turned a difficult situation and frankly a difficult relationship into an extremely productive one. Over the subsequent two years, this boss developed great skill in providing meaningful and productive feedback. I benefitted immensely and he went on to positions of even greater responsibility as a result of his reputation as a thoughtful, engaged leader!

I hope that you walk away from this article with greater insight into the power of feedback – and the determination to integrate feedback into your personal development plan.

Freaking Out About Feedback – 5 Facts You Don’t Want to Ignore

Posted on by Ann Gomez

Most people shudder at the thought of getting feedback. The prospect of having their weaknesses exposed, right out there in the open, stops them dead in their tracks.

But intuitively we know that feedback is good for us. It’s kinda like eating spinach – good for you, but it doesn’t taste good going down.

It occurred to me that it was time to stop freaking out and start facing the facts about feedback.

Face the fact #1: Whether you hear it or not, people are forming judgements about you.

While few people will take the time to compile and share their thoughts, most will be forming opinions about your performance. How clear are you on the impression you make? Do you come across as someone who knows your stuff? Do people find you easy to relate to? Are you the kind of person that people want on their team?

We all have our blind spots. And while it can be painful to hear about them, at least it gives us a chance to nip them in the bud. Years ago, after a presentation, someone told me that I looked a bit spastic in the way I was moving. Yes, he actually used the word spastic. If ever there was a time that I was hoping to be swallowed by a black hole, it was that time. But you know what? I stopped moving so ‘spastically’ (honestly – could he not find another word?) And thankfully, thousands of people have not had to witness it in the years since.

Face the fact #2: Things that get measured get results.

EBay incorporates a feedback loop so that buyers can rank sellers on a 5-star system. Consequently, sellers are motivated to provide superior customer service to continue getting high rankings, which leads to more sales opportunities down the road. The simple act of measuring customer service leads to higher customer service rankings.

The genius is in the simplicity. The more we seek out specific feedback, the better we tend to perform on those specific areas.

Face the fact #3: It doesn’t help to put it off

Once-a-year feedback during your performance review doesn’t cut it. Harvard researchers found that employees who receive regular feedback perform better at work that those who do not. And this effect wasn’t just limited to the ‘way to go’ kind of feedback. It goes for both the positive and not-so-positive feedback.

I am not suggesting that you run around constantly saying “how am I doing?” to people. If you do, you’ll come across as too needy. Instead, you want to selectively invite people to provide you with specific feedback aligned to a few targeted things that you are working on.

Face the fact #4: Don’t bite the hand that feeds you

Feedback is a gift. Even if it doesn’t feel like a gift, it is still a gift. Anyone who takes the time to give you feedback is demonstrating that they are willing to invest in you – which takes some effort.

For one, they have to be willing to make time for you in the midst of their own busy life. Secondly, people tend not to want to hurt our feelings. Thirdly, sometimes people need something specific to focus their feedback on.

Someone who overcomes these three big obstacles deserves to be heard.

Face the fact #5: We need to prime the wheel for more feedback

Feedback providers quickly become vested in you. They want to hear how things are working and that their input has made a positive difference for you. Follow-up allows you to demonstrate that you are putting their valuable insights into practice. This can be as simple as a passing comment like “I tried that approach you recommended and it really helped.”

It’s not so freaky after all

No matter what level we are at, we are all doing our best to learn and grow. Feedback is one of the two most essential ingredients in learning[2]. [The other is challenge – but we’ll save that for another article.] The greater the challenge, the more important feedback becomes. And to be honest, the less we should be freaked out about it.

[2] Hattie, J A (2009) Visible Learning: A synthesis of over 800 meta-analyses relating to achievements.

Drowning in the Details

Posted on by Ann Gomez

So much is said about our big priorities. Yet we know that the finest performances in life are often differentiated by the smallest details. And it is often these very same details – the little things – that can trip us up.

Professional athletes recognize that the slightest change in momentum can result in the difference between a celebratory win versus a devastating loss. Michael Phelps credits the tiny detail of keeping his head level to winning one of his gold medals.

Rogers learned a costly lesson when a misplaced comma (of all things) in a multi-page contract ended up costing them more than $2 million (ouch!) in 2002.

No doubt, we all aspire to stay on top of our details. But life moves fast and emails pile up faster than we can say “details matter”. So regardless of how much we aspire to show up early, hit a tight deadline and remember to do something, we can sometimes find ourselves drowning in the details.

5 Ways to Navigate the Details

Staying on top of all the little details requires an entirely different mindset than our big priorities.

1. Start at the top
Whether you are tackling a stack of papers or a pile of emails, start at the top of your list and work your way down sequentially. Other than a quick scan for hot topics, this is not the time to prioritize. Avoid cherry picking.

2.   Organize
Being organized helps us to process the details efficiently. One of the most common reasons why people put off the simple things is because it takes too much time to find the necessary information.

 3. Touch it Once
Ideally, we only touch an email / a bill / a phone message / etc. one time. The first time we read something is tied to when we act on it. Otherwise, we waste (quite a bit of) time re-reading.

4.   Make the time
Lots of people reserve time for their big chunks of work.  But very few people reserve time for the associated minutiae. Here is a rough guideline: if you are receiving 100 emails per day, you need two hours to process them.

5.   Cut back
Recognize that maybe you have too much on the go. If you still can’t stay on top of your details (despite all of the above), maybe there are some other things at play. Could you delay or delegate some projects? Does your team need to copy you on every email? Can you ask colleagues to bundle questions and save them for a weekly meeting?

 

Is Perfection Really the Goal?
What am I really recommending here? Do you need to perfectly attend to every last detail? Not a chance! We still need to protect the time for our priorities. And we have to accept the fact that we will stumble here and there. (Great accomplishments rarely arise without a few hiccups.)

I am simply suggesting that the details (just like the big priorities) require their deserved attention. And with a good balance between our big and small tasks, we will all be swimming our way to (our own version of) Olympic glory.

Two Clear Tips for Managing Your Details

Posted on by Michael Cloutier

There are times when managing the little things can feel like drinking from a fire hydrant. No matter how many emails you knock off, a whole bunch of new ones step in to take their place. You no sooner hang up the phone when a new voicemail awaits you.

Right alongside all of the ‘big’ things that we want to accomplish, there are the countless little things that are just as important. Despite having three big deadlines, I might also want to ask Mary about her daughter’s surgery and I might want to ask Bob about his big presentation.

I believe that we need a strategy to stay on top of those little things. Here are my top two tips for managing the little things:

1.       Be clear on your priorities
Managing the little details starts with a clear idea of your priorities. Whatever your system, you need to have a way to rank your priorities. Maybe it is a 1/2/3 or an A/B/C system. Regardless, both your big and your little things need to be prioritized.

Once I am clear on my priorities, I make a deliberate (and sometimes difficult) effort to stay focused. There are always countless distractions enticing me in other directions, but I continually remind myself on the things that are most important. You are simply not as effective if you are jumping around and waffling on priorities.

2.       Make a plan
I typically plan out each day the night before. I will know when I plan to work on both my big and little tasks. I will know when the gaps are in my schedule and I will actually note when I plan to call Bob, walk down the hall to see Mary and check in with my wife and kids. As silly as it sounds, I will even note when I plan to get something to eat. (The last thing I need is to get the killer ‘I forgot to eat’ headache at 4pm).

Planning each day allows me to go in with a clear idea about how I will make time for all of the little, important things. And yes, sometimes things take longer than you expect. That is where prioritization and creative application come into play. I might need to leave a voicemail for Mary instead of seeing her in person. But at least I will send the message I wanted to send, even if it is not the exact way I had planned.

I hope you find these two tips inspiring.  I’ll leave you with one final thought. I tend to gauge my current workload based on how well I am able to stay on top of the little things. If I struggle to fit them all in, I know that it is time to scale back. I would rather do a few less things really well than to feel as though I am not living up to my commitments to others. And that is something that I can live with.

Busting Through Excuses for NOT Delegating

Posted on by Ann Gomez

Do you regularly do things that you probably should be delegating? Do you find that your top projects keep getting bumped? Are you always running off your feet?

Put on your boxing gloves and prepare to battle.  Today’s article is all about busting through excuses for not delegating.

Excuse #1: No one can do it (except me)

A key part of building a strong team is to challenge them. If you intentionally strive to push people outside of their comfort zone, you will naturally start delegating more.

Obviously you want to check in with them often. Delegating and training go hand in hand.  The overnight sensations tend to only happen in Hollywood.  (And maybe you, being the star you are, required very little hand-holding back in the day, but let’s not hold everyone else to that standard, ok?)

Excuse #2: No one can do it as well as me

I am asking you to ignore a common misperception: ‘If I am the best person for the job, I should do it.’

There isn’t a doubt in my mind – you probably are the best person for the job. I know, I know … no one can do it as well as you. Believe me, I have heard this before. Instead, we should be asking ourselves whether anyone else can do the job.

If someone else can do it (even if it requires some coaching on your part), let them.

Excuse #3: No one has time

Another classic reason why people do not delegate is because their team is already too busy. At which point I ask “too busy doing what?”

It is true that we only have so much time in a day.  We will never be able to get everything done. 

But we definitely have time for our top priorities. (At least we do when we strip away the other distractions.)

I recommend that you and your team jointly identify the top priorities.  Sure, you can all work on other things outside this list, but not to the extent that it bumps your top priorities.

Excuse #4: I don’t have enough people to delegate to

This is where it helps to think outside of the box.  There are lots of delegating opportunities out there.

Ask your manager for ideas about engaging other people. Seek out volunteers. Work with your suppliers. Consider reaching out to people in other departments.  This can be a goldmine of opportunity as lots of people may be interested in expanding their network or skill set.  Your project may provide them with the perfect opportunity.

When engaging others, it is critical to let them own parts of the project.  If you merely seek out their advice, it probably won’t be enough to get them to roll up their sleeves and help with the work.

Excuse #5: I just don’t like to ask for help

Ok super hero, what’s up with this excuse?  Think about how great it feels when someone comes asks you for help. 

Like any skill, we get better at it the more we practice. So push yourself to ask for help.  The more you do it, the more you’ll realize how rewarding it can be – for both you and them.

Ok, time to take off the boxing gloves. That about wraps up today’s workout.  Just remember to keep working on your delegating muscle.