Why Invest In Leadership Training in 2019? - Part #3

People in leadership positions during the next 3 - 5 years must be able to do the following in order for them and their organizations to be successful over time.

First, they must be able to create and communicate strategy in a manner that creates focus instead of panic.

Second, they must be able to define a problem, technical or adaptive, and then be able to solve the problem.

Third, they must be able to build and maintain teams, analog or digital, and then get them to deliver results in a timely manner.

Finally, they must be able to coach individuals and teams so they improve their performance.

The challenge that I see this fall is that few people in leadership positions are good at coaching and even fewer are good at delegation. While on one hand these seem pretty basic skills for people in leadership positions, the reality is that to do them well, a person needs a greater depth of understanding and clarity to be effective. 

For example, in order to be an excellent coach, one should receive excellent coaching. Many report to me that this is not taking place on a regular basis within their company. Next, to be an excellent coach, one needs to understand that coaching is a structured dialogue and development process to improve professional competence to execute a particular goal while supervision is to observe, direct and oversee the execution of a task, project or activity. Many people confuse the two different activities.

When it comes to the subject of delegation, most people in leadership positions have also experienced very poor delegation. They are not sure if they have complete control to do whatever needs to get done or if they need to first run all decisions before action past the person who delegated something to them. Finally, many people feel like they got delegated the work but not the clarity or authority to do it well.

These are problems during the next 3-5 years that we can not let continue to take place. We need individuals and teams to receive solid and effective coaching. We also need people to delegate well given the expectations of customers and strategic partners.

And here is where the 2019 From Vision to Action Leadership Training can help. Through a challenging and interactive curriculum which blends lectures, selected readings, small and large group discussions, and how to skill-building exercises, participants in this four part leadership training gain critical knowledge and skills which improve their ability to not only create and communicate strategy, define and solve problems, build and maintain teams, but also coach people and teams better plus learn how to delegate effectively. 

For more information about this unique training experience, please click on the following link: http://www.chartyourpath.com/VTA-Leadership-Training.html

For more information about the dates, location, price and how to register for the 2019 training, please click on the following link: http://www.chartyourpath.com/VTA-Training-Details.html#Train2019

Now is the time to create better leaders in your organization. If we are to be successful in the next 3 - 5 years, we need to be well prepared. 

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

Delegation is Not Dumping

When things get crazy busy in the trough of chaos, some leaders just dump and run. They race into a meeting, late from their last meeting, and listen for a few minutes before deciding what to do. Then, they speak quickly and dump all of the work onto those in the meeting before running off to their next meeting. It’s a classic dump and run form of leadership. It’s not even command and control which, for the most part outside a strict military hierarchy, is mostly control and command. No, this form of leadership is mostly listen, freak out, react, dump, and run. It never works even if you’ve been doing it for eons.

First, dumping work onto people is not delegation. It’s just plan disrespectful to those who receive it, and who more likely are already busy themselves. Second, it reflects internal chaos rather than just external chaos. Third, it never builds ownership and quality outcomes. It’s just plain sloppy leadership.

When you meet excellent leaders who work for very good companies, they recognize that delegation is the transferring of clarity, focus and the authority to complete a task or project in a timely and accurate manner. They start by building ownership and clarity. This happens before the act of delegation takes place. When an excellent leader builds a day to day work environment where people are respected, trusted and treated with dignity, this same leader also role models these characteristics. Then effective delegation is a successful by product of their initial work.

Next, when an exceptional leader does delegate, they first make sure people understand the problem they are trying to solve and understand the decision architecture around the problem, i.e. who can and who can not be involved and how to make the important decisions related to the issues that are being delegated.

Finally, exceptional leaders recognize that the day to day experiences of employees impact not just the day to day life of the company, but also impacts the company’s ability to execute it’s strategy. I keep reminding leaders at this time period that the ways they lead and delegate in 2018 have a direct impact on what kind of company they will be in 2023, a mere five years away from this winter.

This week, do not choose to dump and run. Coach everyone within your circle of influence to not do it either. When we no longer tolerate poor delegation, we are making a long term commitment to doing the right things for the right reasons.

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

Delegate Outcomes, Not Just Steps

Recently, I have seen an epidemic of poor delegation which is resulting in many strategic and operational problems. I have come to the conclusion that many leaders and managers in their developing years did not experience good delegation and thus they can not role model good delegation. Since it is clear that you can not teach what you have not already learned, the same goes with delegation. While I wish there was a blue light special on aisle two where leaders could get three packets of delegation experience for the price of one, I have come to the conclusion that we need to simply reeducate the entire management structure of many companies about what is delegation.  

First, the standard dictionary definition of delegation revolves around the transferring of authority and responsibility from one person to another in order to carry out a specific activity. While this sounds straight forward, I always point out to leaders and managers that in order to do this transferring of authority and responsibility well, we need to actually redefine delegation into three levels of delegation.

In Level-One Delegation, we, as leaders and managers, give direct control to someone or a group to do whatever needs to be done as long as it is full alignment with the strategic nexus, i.e. the sum of the company’s mission, vision and core values plus their strategic plan.

In Level-Two Delegation, we, as leaders and managers, give direct control to someone or a group to do whatever needs to be done but first ask that all choices are discussed at the time of delegation and that there are defined parameters to the possible actions that can be taken. In short, Level-Two Delegation is delegation with an expectation of results but also with limited choices.

Finally, in Level-Three Delegation, the person or team being delegated to is given the opportunity to generate ideas about how to achieve the desired results but no control over how the work gets done. While this can result in action without commitment, it is often used when very tight parameters for action are needed.

Once we are clear about what kind of delegation is taking place, I often like to ask all involved a couple of questions. First, do they understand the problem that is trying to be solved through delegation? Remember that awareness is not understanding. 

Second, do they believe they have the authority to do it successfully? Commitment without understanding is a problem, and so is responsibility without choice a problem. 

Third, do they know how to do it? Having the right knowledge and skills makes a huge difference when it comes to successful delegation. 

Finally, do they know how to measure progress and/or success? This one factor alone can make or break successful delegation.

While delegation is not easy, it is a mission critical skill set for being a successful leader and manager. Starting today be more mindful when you do it, and take more time in the beginning. It will pay off in the long run.

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

Delegation and Clarity

When coaching young leaders, we routinely need to talk about delegation. Usually the conversation runs like so.

“I told some one to do something the other day and it didn’t work. They blew it. What can I do to fix this situation?”

“First, delegation, according to the Dictionary, is ‘the transferring of authority and responsibility from one person to another in order to carry out a specific activity.’ So, what level of delegation did you use?”

“What do you mean? I just told them to get it done.”

“OK; let’s start at the beginning. There are three levels of delegation. Level-One Delegation gives someone direct control to do whatever needs to be done as long as it is full alignment with the strategic nexus. In Level-Two Delegation, someone can change certain factors to achieve the desired results but has limited choices. Often those choices are discussed at the time of delegation and they define parameters for action. Level-Three Delegation allows someone the opportunity to generate ideas about how to achieve the desired results but no control over how the work gets done. At times, this can result in action without commitment.”

“Why didn’t anyone tell me about this before? I had no idea.”

“It happens. Don’t worry. The goal is to keep learning.”

When coaching young leaders, we have to realize that they are in-experienced and just may never have encountered the aforementioned information. We often have to help them understand the problem before we help them through the specific situation. As I routinely pointed out this winter, awareness is not understanding.

Geery Howe, M.A.Consultant, Executive Coach, Trainer inLeadership, Strategic Planning and Organizational ChangeMorning Star Associates319 - 643 - 2257

Key People: Unlocking the Mysteries - part #2

Project management sounds simple. Develop a strategy. Agree on a goal. Create a plan. Define roles, dates, metrics and responsibilities. Then, execute the plan, and review progress on a regular basis. Once completed, evaluate the plan and define the lessons learned.

For most senior executives, project management is like the instructions on a shampoo bottle, namely “wash, rinse, repeat.” They do it every day with multiple projects. After a while, it becomes an unconscious habit.

But key people do something that is most unique and often missed or misunderstood by average or mediocre players in the midst of project management. The key players know how to delegate well. The others do not.

When it comes to delegation, we need to remember that it is the transferring of authority and responsibility from one person to another in order to carry out a specific activity. Furthermore, the best understand that there are three levels to delegation when they do it. Level-One Delegation allows direct control to do whatever needs to be done as long as it is in full alignment with the strategic nexus of the organization. Level-Two Delegation includes the ability to change certain factors to achieve the desired results but the individual or team has limited choices which have been discussed at the time of delegation. In essence, Level Two is delegation with defined parameters to action. Finally, Level-Three Delegation includes the opportunity to generate ideas about how to achieve the desired results but no control over how the work gets done.

Key people recognize and understand these differences but what sets them apart is that they regularly help those who have received the responsibility to achieve these goals by taking very specific steps. First, they make sure those who are being delegated to understand the problem that needs to be solved. This sounds simple but it is not. Key people remember that awareness is not understanding.

Second, key people know what needs to get done, i.e. the desired outcome, and can often state it in a concise and specific manner, usually in 35 words or less.

Third, key people check to make sure those who will do the work have the authority to do it successfully. They know that commitment without understanding is a problem. They also know that responsibility without choice is still a problem.

Fourth, key people check to make sure that all involved have the knowledge and skills to be successful. As Ken Blanchard shared years ago, it is not worth training a fish to climb a tree and act like a squirrel or to train a squirrel to swim and act like a fish. Having the right knowledge and skills make a huge difference.

Fifth, key people also make sure all involved know how to measure progress and/or success. Key people recognize that being able to gauge your progress builds confidence amongst the followers and the leaders.

Sixth, key people help all involved realize the difference a project will make once it is completed and completed well. Knowing how our work will impact others makes us feel needed and in this economy it is good to know our work matters to someone else.

Project management is a daily process. But for key people, it is a thoughtful one done with great care and discernment. This week pay attention to delegation. Strive to do it better than ever before.

Geery Howe, M.A., Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change - Morning Star Associates # 319 - 643 - 2257