Home  Newsletter VOLUME 1, ISSUE 2 OCTOBER 2012
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VOLUME 1, ISSUE 2 OCTOBER 2012 |
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THE ART OF DELEGATING We all know well what would happen to managers or entrepreneurs who have to produce results that are way beyond them along with the constraints of time and resources. Some end up falling sick due to the tremendous stress that comes along, while others continue to work excessively, bringing work home almost every day. While there are some managers who succeed and even go beyond their target. They are the ones who successfully take their business to soaring heights. What distinguishes them is the ability to delegate, to accomplish results through others, overcoming constraints of time and resources.Some managers have a hard time grasping the crucial difference between “doing” and “managing”. An effective manager is someone who gets things done through people. Delegation is a manager’s most basic and important tool.
4 ways to help you delegate effectively and grow your business: Identify the right person:Who can do this job instead of you and even better than you?” Remember, you have to delegate everything possible in order to have enough time to do those few things that are most important. Stay on the same page:Ask the person to feed your instructions back to you in his or her own words. Have him or her explain to you what you have just explained and agreed upon. Fix a Deadline:Set a deadline and a schedule for completion of the task. At the same time, arrange for regular reporting and for periodic inspection. Invite feedback and questions if there are any delays or problems. Be Patient:People will make mistakes, and this has to be accepted as part of the learning process. This acceptance is an important concept in developing delegation skill.
CONVERTING A CRISIS INTO AN OPPORTUNITY With several macro-economic changes on fore, it may be time to revisit organizational strategies and keep employees engaged even in tough times. Leaders need to re-look at their opportunities and re-prioritize: They need to leverage their core competencies, formulate viable strategies, create new business models and lead internal transformations. Leaders in tough times are expected to make prudent financial and organizational decisions, communicate effectively with the customers and employees, and instill confidence in their leadership teams. Invest in People: Hiring needs to be judicious, thoughtful and should be focused on bringing on board the right fit for today and tomorrow. Leaders need to see that they trim the fat and not the muscle implying that organizations need to use performance management processes to identify the underperformers and make corrective action to address poor performance. Honest & Open Communication with Employees: At the time of uncertainty, it is paramount that the management be open and honest about the prevailing conditions and the measures taken to address them. Effort must be made to make employees feel they are part of a broader vision and that their contributions matter. HOW TO HANDLE POOR PERFORMANCE AT WORK? Employees who are under too much or too little stress may under-perform. Spot the signs early so that you can help a difficult person operate at efficient levels. | Issue 1: Employee does not undertake work as required, showing signs of apathy and laziness. Possible Causes: Job content & design, inappropriate job fit or Personal issues. Action Points: Start with an informal performance discussion, moving on to listing the performance requirements and the employee’s expected contribution to the work tasks. Make this a 2 way communication, and also allow the employee to share his/her side of the story | | Issue 2 : Employee does not complete work tasks to the required standard. Possible Causes: Lacks the required skills and capabilities Action Points: Identify training and development opportunities.If employee fails to develop required skills, move on to reassignment of duties, or transfer to another area to achieve a better job | | Issue 3: Employee is regularly absent or reporting late without a cause. Possible Causes: Inappropriate job fit, Management style, Personal or workplace issues. Action Points: Establish an attendance/reporting monitoring system, identify the cause of absenteeism or late reporting through an informal discussion, explore possible strategies for changes to working arrangements if the case is genuine and finally re-establish expectations of timeliness and attendance. | |
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