How Delegation Actually Engages Your High Performers

How Delegation Actually Engages Your High Performers

Lately I have been sharing with you resources to 1) Clarify the best use of your time, 2) Create a delegation wish list of your “stop doing” tasks, and 3) Identify to whom to delegate this list.

By delegating, you are creating a “win” for you AND a “win” for you high performers. 

Your high performers crave challenging assignments and want to know they are being developed for future growth.

In fact, “opportunities” to develop is the number one retainer and engager of your top people- the least expensive and most powerful reward your organization has to build your A team.

To continue your delegation journey, I created a 18 minute video to show you the whole process. The development action plan process gets all employees working towards goals that benefit them and the company.

Watch the 18 minute Video:  Develop High Potentials with Action Plans

(The video shows not only how action plans benefit your best performers, but also the average Jane and the lowest performer as well!)

So go ahead, give up something off your list in January and watch your people grow!

3 P’s Essential to Maximize Small Business Profits

3 P’s Essential to Maximize Small Business Profits

Most small business owners want two things from their business- a reasonable Profit for all their hard work, and the freedom to enjoy their Personal life (both in the business and outside it).

However, they often neglect the 3 other P’s that will create the Profit and Personal life they want.

To explain this concept, I created a formula:

Plan + Process + People = Profits —> your Personal life

You need to have all 3 P’s in this order:

  1. Planning— What are the Right Things? [the What]
  2. Process— What does Done Right look like? [the How]
  3. People — Do we have the Right People? [the Who]

Without Planning, people don’t know how what they do impacts your goals, so they are busy but not focused.

Without effective Process, you will have wasted effort, headaches and won’t deliver on your promises to customers.

Without the right People, you will be busy dealing with fires and drama, and trapped in daily effort to “manage” your people and customers.

—> You feel overworked, overwhelmed by your wish list of business improvement projects, and you feel guilty working long days instead of spending time with your friends and family.

Once you put the 3 P’s in place at your organization, you can transform into an organization with:

A Plan: when your staff know the “plan” and understand how they impact organizational goals, they work together as a purpose-driven team to improve and grow the business by delighting your customers.

Clear Process: when activities are standardized, clear roles and responsibilities are outlined, and key results are tracked to make informed decisions, this provides “autopilot” systems to run smoothly and scale easily.

Right People: when you have managers who build and coach a team of A-Players, you trust them to run the business and make decisions as you would.

This leads to your ultimate goal as a business owner:

  • The level of Profit (financial security) you desire, and
  • The Personal work-life balance you want … the freedom to do what you want, when you want to do it.

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Discover Which Plan, People and Process elements are Roadblocks in Your Small Business

Take our 3 minute quiz to find out how your firm compares to high-growth and high-profit firms.

Blog Author Diana Southall

Article by Diana Southall

About the author: Diana Southall is the creator of the People Plan. She helps companies that are missing out on opportunities because the owner is personally involved in every sale or client.

Focus on these 3 T’s- how not to spend time on the WRONG things

Focus on these 3 T’s- how not to spend time on the WRONG things

I do it, you do, everyone (except the birds and bees) does it… spend time on the WRONG things.
Managers and owners spend our time coaching and training our People to be more focused, more effective, more productive… but are we?

As a fan and follower of Laura Stack (the self-proclaimed “Productivity Pro”), I was excited to read her latest book, “Doing the Right Things Right: How the Effective Executive Spends Time.”

She has a simple framework that outlines the 3 T’s — and is relevant for every People Coach (from to the CEO of a $1 billion firm to a small business owner with 5 people):

1. Thinking Strategically (Business)

2. Teamwork (Team)

3. Tactics (Self)

I call this Plan, People, and Process… and she has a nice breakdown of what a manager “should” be doing.

Get her book summary for free at this link: “Doing the Right Things Right: How the Effective Executive Spends Time.”

(There is even a self-assessment on pages 13-17 if you are up for the feedback!)

As the coach, you have to both set the example as well as personally focus on the Right Things for your team to be effective and successful.

“*Managing by Wandering Around” doesn’t work anymore! (*A great term coined to Tom Peters and still used today by many successful small business owners, who are unfortunately trapped in their business because their team relies on constant attention.)

Competencies trumps experience every time

Competencies trumps experience every time

Many organizations are starting to realize that “prior job experience” is only one element that determines success in a job role. (Especially after we have seen new hires with “tons of experience” be less than stellar performers).

Since 82% of managers are in the wrong job— mid-size and large employers are looking toward other indicators to use for selection, career paths, training and development.

This has led organizational development experts to develop what is called the “competency model” process.

Competencies are a group of skills that make up a “global” trait that someone can apply to many different jobs.

  • For example, someone with problem-solving competency might potentially excel as a scientist, consultant, product designer or manager.
  • If they also have leadership competencies, then a career path and development to manager might be appropriate.
  • If they are results oriented, then perhaps consultant would be a good match.

To hire or promote the person with the highest success potential in a new role, you have to look at the experience as the evidence of a competency strength– “related experience” alone is not enough.

The “best practices” use competency-based interview questions to identify ideal candidates during the selection process, in the evaluation of current employees for job fit and are especially helpful to craft training and development action plans.

In fact, this information is so powerful we build the People Plan model to include detailed behavior-based descriptions of 30 competencies, and include them in every aspect of our coaching model.

Click here to see <a href="http://people-plan check that.com/15-competencies/”>15 key competencies for most jobs — How will you use these?

He seems disorganized… after one year

He seems disorganized… after one year

A client was mentioning his frustration with a fairly new employee, when these words were uttered “He seems disorganized, after one year.“

This person had 5 years of experience in a similar role and was hired with high expectations to come onboard, quickly learn the job, and start taking on more client work and responsibility to free up the owner’s time.

But you may have been in this situation before.

The person takes a bit more time than expected to “learn” the job (or at least your systems and procedures). And he does the activities of the job adequately, but doesn’t achieve the results you expected. Or take on a larger role or more responsibility that you would like.

So you spend more time monitoring and coordinating work, and feel like you still can’t delegate anything off your to-do list.

He is a stable employee in the role but the growth and impact is not what you wanted at one year.

So you are questioning the root cause of the performance gap:

  • Are the expectations clear?
  • Does this person want the role I thought I hired him for?
  • Will training help?
  • Is this even the right person?

This is a challenge for even the most seasoned People Coach.

To uncover the true cause of the gap between what an employee is doing and what you expect in the role, you need to “evaluate for job fit.”

To assist in this detective work, I have created an article and template to guide you.

Download the “Job Fit Performance Maximizer” here.


Diana Southall is a fifth generation entrepreneur, and creator of the People Plan toolkit.™ Her firm specializes in coaching small business owners and managers to build, engage and reward a fabulous team! You can learn more about the “9 Steps to Build a Fabulous Team” at her upcoming webinar– Click to register here.