Wikipedia tells us that “delegation” is the assignment of authority and responsibility to another person to carry out specific activities. The person who delegated the work, however, remains accountable for the outcome of that work. Delegation is supposed to empower a subordinate to learn and to make decisions. It is a shift of decision-making authority from one organizational level to a lower one. Continue reading
The other day, while I was conducting a leadership workshop for entrepreneurs, one of the attendees asked the best way to give constructive feedback—especially when negative performance issues are being addressed.
In responding to the question, I counseled the person that first they needed to be clear on their purpose for giving the feedback. What the consequences were to them, their company and the employee if the issues were not addressed; and what specific actions they wanted to address and/or correct.
With that information shared as a backdrop, I suggested that the person take these specific actions when they met with their employee/team member: Continue reading
Let’s challenge your thoughts on your leadership abilities. Are you a good leader or a lazy leader. Learn why Chris thinks “lazy” is better…
If your company is like most others, your team members talk to each other – about work (mostly complaining about it, or your customers or even you), their families, weekend activities – but mostly the usual “stuff” people talk about. These types of conversations will always exist and no matter how repetitive they may be, they will never go away, nor should they.
The type of talking I want to discuss today is very different and may even be taking place in your organization, but I’ll bet not to the extent it should if you want to truly tap into the power of your team. Continue reading
Those of us in a leadership position, all want to run/lead a successful operation. However, many are just not doing the right things at the right time to achieve that goal. We get very good at complaining and blaming, but eventually realize that nothing good comes from that.
The success of your company hinges on many factors. Some of these factors you can control, while there are others that you have to react to. One of the most important factors of success – that you can control completely – is your team. Specifically, how you help your team members find, develop and properly use their greatness. Continue reading
3 ways to instill urgency and overcome your “business as usual” culture
Developing and maintaining an ongoing sense of urgency should be the norm for any leader wanting to achieve a competitive edge in their marketplace. A sense of urgency should become part of a company’s culture and reflected in everything that they do so that the status quo is periodically challenged. This will give them an edge over those who cling to a “business as usual” strategy as their only strategy. Make no mistake: a “sense of urgency culture” starts with the leader.
Creating and maintaining a sense of urgency culture in a company doesn’t happen without a great deal of effort to bring about this change and, an even greater effort and commitment on the part of its leader to get the process started; and to have the courage to stick with it. In essence, the leader needs to take bold action to set the expectation for a sense of urgency culture and then set the standards for how accountability to it will be measured.
To get started creating this sense of urgency culture within your company, consider the following: Continue reading
Effective leaders know that building and sustaining a “no excuse” culture can be done – not overnight – but as a result of the combination of several distinct (yet related) tactics. These tactics include:
- A clear and precise vision.
- Real training, not the cheap imitation kind; communicate through words and actions that employee development is a key component of how you run your business/organization.
- Provide consistent and comprehensive knowledge of job roles; teach people why what they do is important, where it fits in and then acknowledge it when they do it right.
- Install real performance expectations and accountability standards.
- Encourage positive feedback at all levels.
Seems unrealistic? Well, here’s something that is real: lost time and money. Stop for a minute and think about what mistakes and excuses (to cover up the mistakes or explain them away) are costing (lost sales, revenues and cash) your organization in terms of “do overs”, fixes, as well as the time it takes to navigate through the sea of excuses to get to the facts (aka truth).
And, while you are managing this, what’s the cost to your brand and reputation as your customers grow unhappy because they are the real victims of the excuses?
Still think that creating a “no excuse culture” is not doable and does not have real measurable value? Don’t even try to answer; it will only be an excuse.
A good friend and respected colleague who has done work for me, Chad Barr – the CEO and founder of the Chad Barr Group – recently wrote a blog post on the attributes of a great team.
In my opinion, Chad did a great job of capturing the key characteristics of a winning team.
As such, I made the decision to make his post our “guest post” for this week’s Monday Morning Wake-Up Call.
How many of these 8 characteristics describe your team? Be honest with yourself: Do you have some team development opportunities ahead of you? Continue reading
Every business has a team. And the quality of your team is the single most important factor that will determine the success of your organization. Your product and marketing are all important, but it is your team that executes your company’s vision and purpose on a daily basis.
The question for the business owner or leader is whether or not they are functioning as a “competitive advantage” or just “doing the work”?
In today’s challenging marketplace, it is critical that business owners look for and use every competitive advantage they can. In many cases, the “team” does not get the attention it deserves.
A basic fact of business is that your team, in almost every case, is your primary point of contact with your customers. If your team performs badly, your customers vote with their feet and go elsewhere. That’s a bad thing. Conversely, if you team performs well on a consistent basis, your customers buy more often and refer others to you. This is a good thing.
Clearly, you want to have more good things and avoid at all costs the bad things. So how do you as the leader accomplish this? Continue reading
Regardless of the role you currently fill – business leader, CEO, manager, Entrepreneur or Subject Matter Expert – you are regularly (and I submit, way more than you should) giving advice. And, in most cases, you’re actually telling others what to do.
Telling others what to do is, at best, a short-term response (because it’s not a solution) to an issue or problem. Telling others what to do, no matter how well intentioned you may be, makes things worse. How, you might ask?