Delegating for High Performance



This month’s Professional Development webinar was on the topic of Delegating for High Performance.

Delegating for High Perf

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If you missed it you can download the recording.

Members of my FORWARD program for Professional Development can download this webinar for free.
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Delegating is not just about assigning work, it’s about building value in your organization

This is a very useful webinar to download if you want to:

  • Be able to delegate more of your work so you can be more strategic
  • Delegate with higher confidence and reduce risk of failure
  • Develop people, but feel like you don’t have time to teach them
  • Learn the most effective techniques for delegating

Here is what we talked about:

Why delegating is hard

Delegating is hard because when you feel like you are more capable than the person you are delegating to, it just seems easier (and faster) to do it yourself.

In reality it will always be faster to do it yourself in the moment, than it will be to teach someone else.

But…

If it takes you 10 hours to teach someone something that you spend 4 hours a week on (while in the first week that’s more than twice as much time), if you delegate it effectively, forever after you get 4 hours a week back to personally work on higher value stuff.

That is what creating value is about.

Managing Risk without Jumping In

Another reason why delegating is hard is that you are afraid it will all go horribly wrong!

We all must resist the temptation to jump in or fix everything personally to avert problems.

I like to think of this as teaching a kid to ride a bike by running along side and then never letting go!

In the webinar described ways to not only to reduce the risk of failure but to put the responsibility and the motivation to learn solely on the person doing the new task. They will quickly learn to ride by themselves!

It’s a skill all effective managers share — Delegate, but do it in a way that you manage the risk and support the person without micro-managing.

Download the webinar to learn more about how to do this.

The goal: Everyone Steps Up!

It’s important to remember that every time you delegate well, and someone learns, you have increased the capacity of your organization. This is part of the job of every manager.

There is an important link between delegating and building capacity.

If you keep jumping down to cover for work that is not good enough, you are adding much less value by working at a lower level, than if you are delegating in a what that is pulling everyone up.

Delegating and Teaching

In the webinar I gave specific example and techniques for how to make sure that learning always happens when you are delegating.

Once you connect the idea of delegating and teaching, it becomes much easier to delegate with confidence, and keep ownership of a successful outcome without doing and checking all the work yourself along the way.

Want some help?

To get some help with this and learn the specific ideas and techniques that we talked about, download the webinar: Delegating for High Performance, now.

Members: Download the webinar for free.
Non Members: You can purchase this individual webinar or podcast (links below).

There are some other really useful webinars in the Member Library related to this topic.

Members get these additional webinars for free:

So if you are not yet a member, you might as well join and get them all for free!

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Members of the Azzarello Group program for Professional Development basically get me as their mentor.

Every month you get new insights and tools in the form of these webinars, as well as the chance to call into a monthly members-only coaching hour where you can get direct personal coaching from me.

People tell me that membership gives them a totally new way of thinking about their career, getting promotions, solving difficult problems with bosses, peers, employees, and other annoying people, communicating better, being more influential, becoming a stronger leader, and enjoying their work more. I love to hear this, and I love to help!

If you join now, you’ll not only get this webinar, but all the other webinars in the Member Library.

AND you’ll get the opportunity to participate in monthly Coaching Hour conference calls with me.
Check out what we talk about.

AND as a member you’ll get to download your copy of the Career Year of action Guide (a $30 value) for free.

Membership to Azzarello Group is a great resource (and a steal at $179 for a whole year) to help you advance your career.

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Other Options:

Purchase just this webinar ($19.99)

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Purchase just this podcast ($9.99)


ABOUT PATTY:

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Patty Azzarello is an executive, best-selling author, speaker and CEO/Business Advisor.
She became the youngest general manager at HP at the age of 33, ran a billion dollar software business at 35 and became a CEO for the first time at 38 (all without turning into a self-centered, miserable jerk)

You can find Patty at www.AzzarelloGroup.com, follow her on twitter or Facebook, or read her book RISE…3 Practical Steps for Advancing Your Career, Standing Out as a Leader, AND Liking Your Life.

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Increasing Your Team’s Performance


This month’s webinar was on Increasing Team Performance.

This is a useful webinar to download if you want to:

  • Develop specific techniques to manage high and low performers.
  • Get some help on performance management issues.
  • Get better outcomes when delegating.
  • Be more confident having performance conversations.

If you missed it, you can download the podcast!

Free Download

If you are a member of Azzarello Group, you can download the webinar for free.

Purchase

If you are not a member,
you can: purchase the webinar, or

Learn about membership.

Get Better at Performance Management

Many leaders are uncomfortable with the process and conversations around performance management. Developing skills in this area is critical for every leader.

There are different techniques that work well for high, average, and low performers. We talked about how to deal with each in a purposeful way, and how to get the best outcome for the person and the business.

Delegating and Building Trust

Effective delegating, performance management, and trust go hand in hand.

Micromanaging doesn’t work, but how hands off can you really be? Sometimes it’s hard to feel confident when you delegate something important, and you are worried it won’t come out right.

It always best to start with trust. It makes people feel ownership. Trust builds motivation. and it fosters better outcomes.

We reviewed a specific technique that works really well work with each individual to create a framework to track progress, build confidence (for them and you) and get the best result.

We also talked about how to tune the approach for high, average, and low performers.

Teaching

Often you need to delegate things you know how to do to people who don’t know how to do them yet.

We talked about the best way to teach people new skills so they feel real ownership of both the learning process, and the achievement of the outcomes. (And so they don’t feel like you are second guessing them all the time). This is a very effective way to build capability in your team over time.

Here’s what the webinar specifically covers:

Managing, Motivating and Delegating for Top Performance

We talked about:

  • How to really motivate top performers
  • The link between motivating, delegating and trust
  • How to encourage average performers without micromanaging
  • The best way to delegate when you need to teach the person what to do
  • Dealing with poor performers
  • Best ways to document performance measures, outcomes, and gaps
  • How to conduct performance conversations in general
  • and more….

Worksheets included

There are very useful worksheets for this webinar which include:

  • Stewardship: How to teach when delegating
  • Defining intermediate outcomes & measures
  • Performance conversation template for manager and employee

Get the webinar now

If you are tempted to purchase this webinar, that’s great.

But you might want to consider getting a membership to Azzarello Group — it’s a much better deal.

With a membership, for just $179 for a whole year, you can get access to everything in the member library.

BECOME A MEMBER NOW

If you are a member, just on this topic alone, you can also get related webinars for free on:

  • Leading a High Performance Team
  • Delegating to Build Value
  • Leading People in Business
  • Upgrading Your Team
  • Motivating without Money

.
So you might as well join and get them all for free!

Additional benefits for members

Take a look through the Member Library and see all the other great webinars and resources you get too.

Plus you get live coaching from me in monthly Coaching Hour conference calls where you can ask your own questions.

Membership a great resource (and a steal at $179) to help you advance your career.

Become a Member

BECOME A MEMBER NOW

Other Options:

Download the webinar with worksheets and templates
Download just the podcast

Delegating to Build Value

Every month I do a webinar on a topic of business leadership and personal effectiveness.

This month’s webinar was on Delegating to Build Value.

(1 minute video summary)

Get the webinar

If you are a member of Azzarello Group, you can download the webinar for free.

If you are not a member,
you can: purchase the webinar.

This is a good webinar to download if you:

  • Are needing people in your team to think and work more strategically
  • Are trying to move your business forward, but some of your people are stuck
  • You are not as good at delegating as you need to be
  • You want to train your managers to delegate better and think about succession

Re-define Delegation

Delegating is not just about giving work to someone else, it’s about making everybody better.

Think about delegating as teaching and developing, as building capacity.

Think of delegating as increasing team and individual performance over time.

Bottom line: Delegating builds real value in your business.

Here’s what the webinar covers:

How to use delegating to:

  • Create opportunities for people throughout your organization to deliver more value
  • Make sure learning always happens when delegating
  • Invest in high performers and deal with low performers
  • Manage risk, potential failure, and time sinks, while letting people achieve and grow

Worksheets included

As part of this webinar, in the worksheets, I provided some templates to work from.

The worksheets include:
1. Intermediate Outcome templates:  Templates to identify ongoing measures to ensure consistent progress is being made.

2. A Delegation Checklist: A checklist of process steps to learn personally how to delegate better or to teach your managers better delegation skills.

Why this matters

Your team should always make you bigger than you are on your own.

Think about this: If you could delegate 100% of the work you currently have on your plate without risk, what would you do next? What higher value, more strategic thing would you work on once the distractions of your current work are gone?

Delegating = You need to give yourself a chance to do this higher value work.

If you don’t delegate well you are constraining the success of your organization to only ever be as good as you.
It’s huge missed opportunity.

But if you get all your people stepping up, and delivering at a higher level of value, you will be running a team that is not only delivering work, but getting better at what they do — so you’ll get a chance to do better too.

And you will be recognized for leading a team of high performers which is as important, if not more important, than getting known for delivering results.

(And by the way you’ll also deliver better results!)

Get the webinar now

If you are tempted to purchase this webinar, that’s great.

But you might want to consider getting a membership to Azzarello Group –it’s a much better deal.

With a membership, for just $179 for a whole year, you can get access to everything in the member library.

BECOME A MEMBER NOW

If you are a member, just on this topic alone, you can also get related webinars for free on:

  • Leading a High Performing Team
  • High Value Communications
  • Ruthless Priorities and Guilt
  • Negotiating Your Workload

.
So you might as well join and get them all for free!

Additional benefits for members

Take a look through the Member Library and see all the other great webinars and resources you get too. For your membership fee of $179 you will be able to access everything in the Member Library for a full year!

Plus you get live coaching from me in monthly Coaching Hour conference calls where you can ask your own questions.

Membership a great resource (and a steal at $179) to help you advance your career. Many members report raises and promotions, and cite lessons and support they specifically got from this program.

Be more successful, and happier along the way. I’d love to help.

BECOME A MEMBER NOW

Other Options:

Download the webinar with worksheets and templates
Download just the podcast

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subscribe to this Blog for free.

About Patty
Patty Azzarello is an executive, best-selling author, speaker and CEO/Business Advisor. She became the youngest general manager at HP at the age of 33, ran a billion dollar software business at 35 and became a CEO for the first time at 38 (all without turning into a self-centered, miserable jerk)

You can find Patty at www.AzzarelloGroup.com, follow her on twitter or facebook, or read her book RISE…3 Practical Steps for Advancing Your Career, Standing Out as a Leader, AND Liking Your Life.

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Succession Planning: Take my job, please…

What is a good succession plan?

I find it interesting is that most companies do one of two extremes when it comes to succession planning:

1.  Nothing at all

2. A very cumbersome process with lots of documents and checkpoints for multiple candidates which never amounts to anything.

Let’s find something in the middle…

Get someone ready

Think about succession planning in its core form: How do you get someone (specific), ready to take your (specific) job?

Every manager should be thinking about this.

The benefits are numerous. If you do this, as a leader you score many wins:

  • The whole organization gets more capable
  • You have a real and meaningful way of motivating your top performers
  • Other people see you delegating some power, so they trust you more
  • You get to hand off some hard work that you don’t have to do personally!

Succession planning is all about delegating

As a leader, you need to make sure you have someone on your team that can step up. Once you do, you need to be prepared to delegate big, hairy, strategic stuff, not just superficial, well contained, safe stuff.

3 key steps to getting a real succession plan in place

1. Let them practice your work

The first part of someone learning your job, is about the work. You need to give them opportunities to practice working at your level.

A lot of times we think the way to motivate our top performers is to have them work on the most fun or interesting projects. That works to a point, but it does not do anything to help get someone ready for your job.

Face it, how much fun work do YOU get to do?

You need to give them opportunities to practice the ugly, mind-numbing, heavily matrixed, controversial, boring, unsupported, failing, no-win kind of work you deal with every day when you wake up.

What is the hardest and most distasteful thing you own?

That’s what you give your top performer. You give them the benefit of seeing what it is really like in your shoes.

They get to suffer like you do. But they get to work on big stuff. They get access to your network and stakeholders. They have the chance to do something creative and heroic to get this done.

What may be drudgery for you, can be really motivating for someone who gets to step up. OK, you should probably give them a more pleasant task too, while you are at it…

But don’t shy away from giving smart people hard work.

And don’t feel guilty about it. I often felt guilty delegating ugly stuff. But then I realized that this was better for everybody. And that people appreciate it. They don’t resent it because you are trusting them with a bigger job — so I got over it.

2. Let them practice your relationships

The next part of getting someone ready for your job is to make sure they are practiced and comfortable with the social requirements at the next level.

If they are stepping up, they need to fit in socially too.

They need to be someone that your peers want to include personally. They can’t stand out like a sore thumb as the junior person in the room, who has no basis for relating to the big execs.

You need to give your top performer a chance to practice at these relationships. Give them opportunities to present for you. Arrange one-on-one meetings with them and your peers. Send them as your delegate to your boss’s staff meeting when you are out of town. (Go out of town if this never happens.)

If your succession candidate does not develop personal relationships with your boss and peers they will never be ready to step into your job. And it won’t matter because they will not be given the chance.

Unless your candidate is viewed by your boss and peers as someone socially worthy of the role, they won’t get it. So your succession planning will fail. Either you will be stuck, or the company will go outside to fill your role when the time comes.

By the way, this is a key reason the spreadsheet version of succession planning does not result in actual placements.

3. Let them practice your decisions

OK. Here is where the rubber meets the road. You need to give someone a chance to practice making the decisions that you make.

If you never delegate important decisions, you are fooling yourself that you are doing succession planning.

How will somebody ever be ready to take over, if you have owned all the decisions along the way?

Will you delegate important decisions?

Think about the next few months of decisions you need to make. Investments, priorities, partnerships, road map choices, marketing strategies. Give your top performer the task of owning the project AND the making decisions.

Let them feel the pressure of owning the outcome fully. Let them get the experience explaining, defending, and selling their choices. Let them get the experience fixing it if it goes wrong.

Is this scary? Yes.

Might they choose wrong? Yes. Might they choose better than you? Also yes.

The point is, if you never let them own and make key decisions, you are cutting off the single most important training you can give your successor. They will never be ready for your job without owning key decisions.

See also: Let People Fail for more ideas on managing the scary part of this. (And why it’s so important to do so.)

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About Patty
Patty Azzarello is an executive, best-selling author, speaker and CEO/Business Advisor. She became the youngest general manager at HP at the age of 33, ran a billion dollar software business at 35 and became a CEO for the first time at 38 (all without turning into a self-centered, miserable jerk)

You can find Patty at www.AzzarelloGroup.com, follow her on twitter or facebook, or read her book RISE…3 Practical Steps for Advancing Your Career, Standing Out as a Leader, AND Liking Your Life.

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How well do you invest your time?

What is time management?

Somebody recently asked me, “what do you mean by time management”?

My answer is this:

Time management is refusing to waste too much time on low-value, low-enjoyment activities.

There are two parts to it:

1. Identify what you should, or want to be doing
2. Make time to do it (and do it).

(In editing this post, I decided to pull up the summary at the end and repeat it here because this is the point I really want to make. The rest of the article is “how to”.)

You need to decide how you want to invest your time.

You need to maximize the time you spend on high value work and things you enjoy in life.

You also need strive to block, reduce, or eliminate the tedious and negative crap that will fill up your time (and your soul) if you don’t do something on purpose to prevent it.

That’s what time management is.

“Delegate Almost Everything”

When I got my first big management job, a mentor gave me some advice that was kind of world changing for me. He said,

“Delegate Almost Everything”.

What he offered in that simple statement was a way for me to realize that I shouldn’t get too caught up reacting to the work that came in, but that I should keep my mind and my plate clear to understand what even-more-important stuff I should be doing…

And by “delegating almost everything”, I was giving myself a chance to do the better stuff.

No one ever wishes for more low-value, tedious, busy-work.

Most people agree they would be better at their job if they had more time to think.

The common fear of delegating is that it will take longer (it does in the moment), or that it will not come out right (it sometimes won’t). I recently wrote and article about how to delegate to remove those risks, develop people, and build value.

But today, I want to focus on the other part of the equation.

What else should you be doing?

Some people fail to delegate because as they step up a level, they can’t see what their new job is. So they continue to share in the work that their team is doing because they don’t know what else to do. I talk about this in RISE in the chapters on Delegate or Die, and The Level Dilema.

Exercise #1.

A wonderful thought exercise to figure out what you should be doing is this:

Imagine that you delegate 100% of the work you are doing right now. 100%. So you get to work the next day and you have absolutely nothing on your task list.

Then what would you do?

What new, higher-level, value added stuff would you do?

You need to be able to answer this question. And then you need to do some of it!

Would you:

  • Think and plan more strategically?
  • Communicate better with your team?
  • Communicate better with your stakeholders?
  • Sell more?
  • Invent more?
  • Design more?
  • Develop a new process to be more efficient?
  • Build a better business plan?
  • Develop new relationships?
  • Solve a persistent question or issue?
  • Get support for a key decision?
  • Get better customer data?
  • Improve your team’s brand?
  • Build stronger partnerships

Exercise #2

If you don’t know, and you can’t see what else you should be doing at your level, there are two groups of people you should talk to.

1. Individuals: First have 1-1 meetings with the individuals in your organization. Ask them what is working and not working. I promise you will get an earful of issues and ideas that “if only management would work on” things would be better. This is how I always figured out what to do when starting a new job.

2. Peers & Mentors: The second group of people you should talk to are peers and mentors who have more experience than you do at your job. They will help you see things you are missing, and point out blind spots you might have. I have also done this in every job I ever had.

Those two types of conversations helped me get smarter about what my job should be.

Don’t get stuck in your job description

Never depend solely on your job description to tell you what your job should be. Your job description is only really valid for a moment in time. As a leader, after that you are expected to figure out what the business needs as it evolves — and evolve what you contribute.

You need to determine the right, new, previously undefined things that are necessary to keep pace. You need to evolve your job into the job it needs to be as the business grows and changes.

So don’t get so caught up in the work you are doing right now, that you forget to think about what else is even more important, now and in the future.

That is often an “aha” I get in leadership workshops where we talk about Ruthless Priorites (another chapter in RISE). People realize that once they think about what is really important, those things are not on their task list at all.

Oops!

Strategic Time Management

You need to decide how you want to invest your time.
You need to maximize the time you spend on high value work and things you enjoy in life.

You also need strive to block, reduce, or eliminate the tedious and negative crap that will fill up your time (and your soul) if you don’t do something on purpose to prevent it.

That’s what time management is.

Good luck.

Please leave a comment in the box below, if you have found effective ways to invest your time.

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About Patty
Patty Azzarello is an executive, best-selling author, speaker and CEO/Business Advisor. She became the youngest general manager at HP at the age of 33, ran a billion dollar software business at 35 and became a CEO for the first time at 38 (all without turning into a self-centered, miserable jerk)

You can find Patty at www.AzzarelloGroup.com, follow her on twitter or facebook, or read her book RISE…3 Practical Steps for Advancing Your Career, Standing Out as a Leader, AND Liking Your Life.

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Free eBook Download