Ben Kebil's Financial Blog - sponsored by Benk Finance
Seven Secrets of Delegating
Friday, November 18, 2011Successfully delegating tasks and projects within the scope of business creates an excitement that drives companies to arenas of accomplishment. Managers who understand the dynamics of team work delegate projects or tasks for two reasons. The first reason is to lighten their own load which provides more time to focus on projects of greater importance. Providing a learning experience for someone with potential is the second reason to assign a task to someone else. Knowing how to delegate without dumping or abdicating the project offers the key to achievement. Implement the seven secrets of delegating the next time the need arises.
1. Find the right person. When it's time to delegate a project finding the right person requires knowing what to look for in potential candidates. The person with the best skills for the job may not be the best person to use. Look for someone who shows enthusiasm with their current job and who exhibits a willingness to learn. Good communication skills along with a desire to further the company and not just themselves are another good indication that this is the right person to assign the task to.
2. Once you’ve delegated the project to someone else make sure the person is properly trained and ready to move forward alone. Adequately training a person may take time but in the long run you’ll reap the rewards as will the person you’ve delegated the job to, and the company.
3. Be completely clear regarding the project and what it entails. Communicate your expectations to the person. Gary A. Crow the author of Secrets of Leadership has this to say, "Tell them, show them, and then tell them what you showed them."
4. Set the person up for success. Provide him/her with all the tools and resources needed to complete the project successfully.
5. The person the task is delegated to must have the same authority to see the project to fruition as the manager who delegated it. Be sure the authority is given.
6. Supervise the project without micro-managing. Develop a check list that follows what and how the person is doing. Keep in mind that the person you’ve delegated the task to may not perform it in the same way you would. The buck stops at your desk. You are ultimately responsible for the success or failure of the project you assigned to someone else.
7. Show your appreciation as the project progresses and, if allowed, reward a task well-done.
Delegating a project to an enthusiastic team player frees up time for a manager, but it doesn’t mean not keeping your eye on the ball. Dropping a task in the lap of someone and then not following up may well doom the project to failure. Follow the seven secrets to delegating and create a winning atmosphere for you, those you manage, and the company.
Innovation Networking
Sunday, October 9, 2011For an innovation to become a reality, a number of people must be brought together to fill a variety of roles. Such people's advice, perspectives, abilities and contacts must be put to work to move the innovation forward, often without much in the way of financial incentives. Creating an effective personal network by using good social skills and contact management is a key to successful innovation.
Innovation may be a social activity, but in contrast, idea people – inventors, engineers, writers, composers and researchers - love time alone. They value the periods when they have a blank canvas, a keyboard or a lab full of toys that they can use to satisfy their curiosity. Sadly, ideas, creations and inventions don't make an impact until they go beyond the idea person. The saying, "Build a better mousetrap and the world will beat a path to your door," isn't supported by much real-world evidence.
Innovation takes people skills. In particular, an aspiring innovator needs to engage those who can do things he or she can't. These could include advisors, critics, customers, sponsors and partners. Innovators need such people to provide the following things.
Access
If you already get the best restaurant table and celebrities return your calls, you don't need this. Otherwise you need the right people in your network to get the power, influence and resources required to get the most value from your innovation.
Advice
Innovation follows unknown paths. This means that you need the experience, knowledge and judgment of others.
Insight
You need someone to brainstorm with; people to bounce ideas off in order to clarify your thoughts and, often, to come up with a combination of ideas that is more than the sum of its parts.
Perspective
Did you ever realize you had a talent because a colleague or a friend recognized it in you? We don't always see the best of ourselves, and this is particularly true for innovations. Others will naturally look at your ideas from a different perspective, often to your advantage. On the other hand, if they tell you that your idea is already available for free as a download, you can save a lot of time and effort. Innovation is like jazz in that you know when and what to play by listening to what the others in the ensemble are doing. You need others' help to get the timing right.
Promotion
Ironically, ideas can create enemies. It's useful to have friends in their own spheres of influence who will tell people your idea isn't crazy, dangerous or stupid. Rather, your contacts can be catalysts for innovation acceptance.
Production
Innovations need engineers, builders, testers, customers and more. Such people convert your wonderful idea into a familiar part of everyday life. You may be able to fill some of these roles but rarely all of them. Innovation networking, like any other networking, revolves around finding opportunities and selling yourself. You need to create trust and confidence in yourself and your ideas. Networking for innovation involves focusing on a commitment to take a roller-coaster ride into the unknown. The following are several networking tasks and insights into how they apply to innovation.
Be truly interested in others
This isn't too difficult since innovators are naturally curious. However, you need to meet people and be able to engage them in conversation. Practice your conversational skills or if you are shy, find a partner to help. Ask questions to get the other person talking and then actively listen to them. Know when to keep quiet and put aside your own ego for a while. This is difficult because it means holding you passion for the idea until a time when the trust and relationship is more developed.
Listen
You need to listen to the content, needs, interests and emotions of the speaker. If you are face-to-face, listen with all your senses. Since as an innovator you don't know how this person may assist the innovation, it could mean listening through several layers of conversation before anything is obvious. It's good to identify which people you know might be of assistance, but it's bad to let such a process filter or block other people who might be able to help. Keep in mind that everyone is a potential ally; you need to ask questions and then listen to find out.
Accept Business Cards
When you meet people, it's better to have them give you their card than for you to simply give out your card and then hope for future contact. It may feel good to hand out lots of business cards, but what do you get from it? In contrast, a card you receive is often a sign that you had a good conversation and that the time you invested is showing some potential. Possession of their card gives you the power and permission to contact them. You also have a handy place to write a note about their potential assistance.
Keep in contact
Contact management takes organization and persistence. To move your innovation forward you'll need to make contact with people and mark your calendar. Identify what you need, which of your contacts can help, and then get in touch with them. Making contact means understanding how to give them value as well. A good rule of thumb is that if you haven't done something for them in the last ninety days, you no longer have them in your network. Make time to think about how people could be your innovation allies and then bring them on board. You shouldn't expect someone to join the team when they first meet you, but don’t rely on them to volunteer either; you need to ask for their help and identify exactly what you need.
Do people favors
When you do something for someone without a clear expectation of return, you have the best chance of increasing your networking ability. The people who are best at networking are generous and share their knowledge, contacts and resources. It's important to politely accept advice, favors and offers of help, even if you could do a better job! Social and professional obligations owed, crisscrossing the members of a team, build mutual bonds of trust and appreciation of each others' skills.
Share contacts
If you're the one who knows the answer and can get things done, or you know who to go to, your phone will ring. Your contacts will want to help you bring your innovation to reality. Your role as the hookup person puts you in the center of things so you know what's happening.
Keep your word
It's important to build trust, which is achieved by always keep your commitments and telling the truth. People may ask, "How close is this to becoming a reality?" and it could be tempting to exaggerate. Resist the temptation because the most effective innovators are those who have the honest story and tell it like it is.
Here are three steps to get started with innovation networking.
First, do an honest evaluation of your social skills and make an effort to improve them.
Second, do an inventory of your people network. Start with those who can provide access, advice, perspectives, insights, promotion and production for your innovation. Then don't stop there but remember that everyone is a potential ally; your friends, in-laws, neighbors and the people sitting next to you at the ball game.
Finally, get out there and be accessible and visible. These days, networking means more than talking to people at parties and conferences. Find on-line opportunities like social networking sites, blogs or your own website. Always remember that networking is a two way street. If you blog, cite and comment on other people's blogs. Ask people questions by emails. Use search engines to find white papers or articles and e-mail or even better call the authors.
Be generous with your time. Most people understand that your time is valuable, so respond to emails as promptly as you can. Put your phone number on correspondence. Thank people for comments to your blog. You could even do something radical: send someone a handwritten letter. They'll be shocked, pleased and grateful.