Posts Tagged ‘ Follow-Up ’

Meeting Effectiveness – Delegation Dynamics Ensure Productivity and Profitability!

Many implosions have occurred in business today, due to miss communication on the delegation process. And most of these happen within meetings that place functional players in conflict with leaders daily.

Management experts find that there are typically five opportunities for miss delegation or delegated tasks to implode. By turning these five into opportunities for growth and recognizing that most delegation is an outgrowth of a meeting, here are five considerations:

  1. Objective – It is paramount to clearly communicate “what” is needed or expected versus assuming that “what” you want is “what” they perceive as being asked for or requested.
  2. Deadline – The obvious of the delegation aspects is most often communicated in a vague manner. For example, indicating to someone that a project is due by the end of the day is dramatically different than saying, “I need this by 4:30 p.m. today!”
  3. Empowerment – Allowing a person the authority to execute a decision in any manner they desire is important. So too is placing perimeters upon a person as to “how” something must or can be executed.
  4. Access – Ensuring that the project will not be adversely affected because someone can’t get access to information, materials or supplies is critical. So, if it is necessary, send out a blanket email to the universe communicating when you have tasked someone with a specific task and that they have specific/limited access to the universe. This will ensure someone does not derail his or her success at your expense!
  5. Follow-Up – If it is apparent that during the execution of a project, because of the depth of the task or the personalities involved, that you may want to have some routine communication to ensure that everything is progressing, pre-call this act at the time of the initial delegation. Likewise, if after the delegated task is completed, if you would like to get with the delegates and see what lessons can be gleaned, pre-all this date at the time of delegation as well. While the intent of both of these acts is positive, if they are not pre-called, and you attempt to merely do them after-the-fact, others may perceive it as negative.

The beauty of these five tactical engagement steps is that they can be deployed whether one is the delegator or the delegate.

Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter
http://JeffreyMagee.com

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Meeting Effectiveness – Delegation Dynamics Ensure Productivity and Profitability!

Many implosions have occurred in business today, due to miss communication on the delegation process. And most of these happen within meetings that place functional players in conflict with leaders daily.

Management experts find that there are typically five opportunities for miss delegation or delegated tasks to implode. By turning these five into opportunities for growth and recognizing that most delegation is an outgrowth of a meeting, here are five considerations:

  1. Objective – It is paramount to clearly communicate “what” is needed or expected versus assuming that “what” you want is “what” they perceive as being asked for or requested.
  2. Deadline – The obvious of the delegation aspects is most often communicated in a vague manner. For example, indicating to someone that a project is due by the end of the day is dramatically different than saying, “I need this by 4:30 p.m. today!”
  3. Empowerment – Allowing a person the authority to execute a decision in any manner they desire is important. So too is placing perimeters upon a person as to “how” something must or can be executed.
  4. Access – Ensuring that the project will not be adversely affected because someone can’t get access to information, materials or supplies is critical. So, if it is necessary, send out a blanket email to the universe communicating when you have tasked someone with a specific task and that they have specific/limited access to the universe. This will ensure someone does not derail his or her success at your expense!
  5. Follow-Up – If it is apparent that during the execution of a project, because of the depth of the task or the personalities involved, that you may want to have some routine communication to ensure that everything is progressing, pre-call this act at the time of the initial delegation. Likewise, if after the delegated task is completed, if you would like to get with the delegates and see what lessons can be gleaned, pre-all this date at the time of delegation as well. While the intent of both of these acts is positive, if they are not pre-called, and you attempt to merely do them after-the-fact, others may perceive it as negative.

The beauty of these five tactical engagement steps is that they can be deployed whether one is the delegator or the delegate.

Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter
http://JeffreyMagee.com

Meeting Effectiveness – Delegation Dynamics Ensure Productivity and Profitability!

Many implosions have occurred in business today, due to miss communication on the delegation process. And most of these happen within meetings that place functional players in conflict with leaders daily.

Management experts find that there are typically five opportunities for miss delegation or delegated tasks to implode. By turning these five into opportunities for growth and recognizing that most delegation is an outgrowth of a meeting, here are five considerations:

  1. Objective – It is paramount to clearly communicate “what” is needed or expected versus assuming that “what” you want is “what” they perceive as being asked for or requested.
  2. Deadline – The obvious of the delegation aspects is most often communicated in a vague manner. For example, indicating to someone that a project is due by the end of the day is dramatically different than saying, “I need this by 4:30 p.m. today!”
  3. Empowerment – Allowing a person the authority to execute a decision in any manner they desire is important. So too is placing perimeters upon a person as to “how” something must or can be executed.
  4. Access – Ensuring that the project will not be adversely affected because someone can’t get access to information, materials or supplies is critical. So, if it is necessary, send out a blanket email to the universe communicating when you have tasked someone with a specific task and that they have specific/limited access to the universe. This will ensure someone does not derail his or her success at your expense!
  5. Follow-Up – If it is apparent that during the execution of a project, because of the depth of the task or the personalities involved, that you may want to have some routine communication to ensure that everything is progressing, pre-call this act at the time of the initial delegation. Likewise, if after the delegated task is completed, if you would like to get with the delegates and see what lessons can be gleaned, pre-all this date at the time of delegation as well. While the intent of both of these acts is positive, if they are not pre-called, and you attempt to merely do them after-the-fact, others may perceive it as negative.

The beauty of these five tactical engagement steps is that they can be deployed whether one is the delegator or the delegate.

-Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter
http://JeffreyMagee.com

Meeting Effectiveness – Gaining SMART© Consensus For Productivity and Profitability!

Nothing is more frustrating than leaving a meeting with what you feel is a clear understanding of what you and others are to do on a given project, only to come back together and find someone else has dropped the ball!

“Oh, I did not realize I was supposed to do that…” or “Oh, I did not realize you meant for it to be done now…” or “Oh, I did not realize I could use that to do this. I can get started directly on it if you still want.” Consider these the Academy Award-winners of excuse performances; they will continue until you find a non-combative, conversational means for pre-engaging these people before you conclude your next meeting.

While the training and development industry has been advocating a consensus decision-making model for decades, many still find reaching consensus difficult. Consider the SMART© Formula as a template for future one-on-one, email and teleconference dialogues in meetings:

1. Specific (S) – Ensure that there is very precise communication exchange taking place between all appropriate personalities by asking, “Am I specific enough with the details and with “WHAT” is being needed with this person?” The degree of “Specific” will be determine by the knowledge and experience levels of the participants in the dialogue, the previous history you have with them and their personality/social style. Don’t overkill the topic presentation of which a clear understanding and agreement is needed, but at the same time, don’t assume!

2. Measurable (M) – Make sure that “what” is being discussed is also being addressed from the vantage point of “How” it must be addressed or is expected to be addressed.

3. Attain Agreement (A) – This is actually how you monitor whether you are doing the “S, M, R, T” steps of the SMART© formula. Here, your objective is to facilitate a non-threatening conversation with the other person(s) in a meeting, whereby consensus from everyone is sought. Work to attain agreement for each step along the way, thereby removing the opportunity for excuse making to occur!

4. Realistic (R) – Conversationally work to draw affirming comments from each participant to ensure that “What” is being discussed and “How” it is to be addressed is reasonable. This requires that your case be made poignantly and factually. If everyone else can see “Why” one must participate, the level of commitment and consensus increases!

5. Time Frame (T) – Obviously, communicating any interim deadlines and the final deadline would be addressing “When” something must be addressed.

Working to ensure effective dialogue among all participants to a decision is essential to idea generation and increased productivity and profitability associated with a decision. Making that decision, and ensuring the highest level of consensus, buy-in and execution from all attendees in a meeting situation, makes the use of the SMART© Formula even smarter tactical leadership!

You can even enhance the level of effectiveness coming out of a meeting. For example, send an after-action e-mail to all participants in the meetings, as well as all appropriate management players to whom the players in the meeting report. In the short e-mail, detail who owns which items and invite everyone to e-mail any suggestions for greater efficiency at the outset.

Be smart in your actions, and increased productivity on the part of everyone equally will become the norm of your business.

-Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter
http://JeffreyMagee.com

Meeting Effectiveness – Delegation Dynamics Ensure Productivity and Profitability!

Many implosions have occurred in business today, due to miss communication on the delegation process. And most of these happen within meetings that place functional players in conflict with leaders daily.

Management experts find that there are typically five opportunities for miss delegation or delegated tasks to implode. By turning these five into opportunities for growth and recognizing that most delegation is an outgrowth of a meeting, here are five considerations:

  1. Objective – It is paramount to clearly communicate “what” is needed or expected versus assuming that “what” you want is “what” they perceive as being asked for or requested.
  2. Deadline – The obvious of the delegation aspects is most often communicated in a vague manner. For example, indicating to someone that a project is due by the end of the day is dramatically different than saying, “I need this by 4:30 p.m. today!”
  3. Empowerment – Allowing a person the authority to execute a decision in any manner they desire is important. So too is placing perimeters upon a person as to “how” something must or can be executed.
  4. Access – Ensuring that the project will not be adversely affected because someone can’t get access to information, materials or supplies is critical. So, if it is necessary, send out a blanket email to the universe communicating when you have tasked someone with a specific task and that they have specific/limited access to the universe. This will ensure someone does not derail his or her success at your expense!
  5. Follow-Up – If it is apparent that during the execution of a project, because of the depth of the task or the personalities involved, that you may want to have some routine communication to ensure that everything is progressing, pre-call this act at the time of the initial delegation. Likewise, if after the delegated task is completed, if you would like to get with the delegates and see what lessons can be gleaned, pre-all this date at the time of delegation as well. While the intent of both of these acts is positive, if they are not pre-called, and you attempt to merely do them after-the-fact, others may perceive it as negative.

The beauty of these five tactical engagement steps is that they can be deployed whether one is the delegator or the delegate.

-Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter
http://JeffreyMagee.com