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Casual Articles - Delegating for Initiative
When was the last time you asked your employer for a raise? People take two roads when it comes to wage increases. They either never ask for a raise and just accept their 2 or 3% annual increase, or wait until they are extremely frustrated and ready to walk out the front door, in which case you’ll probably find yourself back in the employment searching and interview game.Neither of these strategies will get yo
1. What's the boss' objective? How will the boss use the report?
2. What's the boss wanted in the past? Not wanted? Are there types of information or questions that must be covered? What can be omitted?
3. Given what you know about the audience for the briefing,
what questions will they want answer
Time and attendance systems are designed to assist organizations to effectively manage the working hours of employees. They are a paperless system used to collect the work time of employees electronically. The systems automate and simplify timekeeping and human resource management. Time and attendance systems effectively interact with any payroll system. The system allows employees to electronically submit leave lett
The manager admitted being too quick to tell. Now it was time to coach new behaviors.
We came up with a good list of questions to ask when an employee needs direction, and you want them to take the initiative.
Let's take an example of needing to prepare a briefing report for the "big boss." You know, and your employees know, the kind of person the boss is, what he likes to focus on, and how he likes information fed to him.
This is not a new kind of project, but typically the employees would wait for your step-by-step direction, or at least an outline of where to go. You want them to take a stab at it on their own, with the objective being their learning the process so they'll be able to come up with a good report on their own.
Start your handoff conversation with the employee by outlining the overall project and reminding them that it is similar to others they've done in the past.
Ask, "How do you think we can do this?" Then stop talking and listen.
If they come up with an approach that will work, encourage them to get started.
If they don't come up with a viable process, don't tell them what to do . . . this is listening and redirect time. Ask:
1. What's the boss' objective? How will the boss use the report?
2. What's the boss wanted in the past? Not wanted? Are there types of information or questions that must be covered? What can be omitted?
3. Given what you know about the audience for the briefing,
what questions will they want answere
I have been in business for myself for many years and have struggled with the fact that no one really wants to give me capital to run my business. Even when approaching friends, family (and fools) I never got the Wow that sounds exciting and I would love to be a part of it or at least loan you money to get it going. Sound familiar?There are plenty of nay-sayers no matter what you try to accomplish. It is the p
Let's take an example of needing to prepare a briefing report for the "big boss." You know, and your employees know, the kind of person the boss is, what he likes to focus on, and how he likes information fed to him.
This is not a new kind of project, but typically the employees would wait for your step-by-step direction, or at least an outline of where to go. You want them to take a stab at it on their own, with the objective being their learning the process so they'll be able to come up with a good report on their own.
Start your handoff conversation with the employee by outlining the overall project and reminding them that it is similar to others they've done in the past.
Ask, "How do you think we can do this?" Then stop talking and listen.
If they come up with an approach that will work, encourage them to get started.
If they don't come up with a viable process, don't tell them what to do . . . this is listening and redirect time. Ask:
1. What's the boss' objective? How will the boss use the report?
2. What's the boss wanted in the past? Not wanted? Are there types of information or questions that must be covered? What can be omitted?
3. Given what you know about the audience for the briefing,
what questions will they want answer
The training world and its dog (and cat) have their own opinion on evaluation and assessment and we seem to hear the same argument time and time again. Usually around ROI and finding things to measure.Like many who got into Training, I done so, because I like helping people (ok, and showing off!!) I love getting up in front of an audience and empowering, inspiring and motivating them. On a one to one level,
Start your handoff conversation with the employee by outlining the overall project and reminding them that it is similar to others they've done in the past.
Ask, "How do you think we can do this?" Then stop talking and listen.
If they come up with an approach that will work, encourage them to get started.
If they don't come up with a viable process, don't tell them what to do . . . this is listening and redirect time. Ask:
1. What's the boss' objective? How will the boss use the report?
2. What's the boss wanted in the past? Not wanted? Are there types of information or questions that must be covered? What can be omitted?
3. Given what you know about the audience for the briefing,
what questions will they want answer
Several years ago at a national conference, the speaker, David Herdlinger, applied his experience using the frequently quoted words, knowledge, skills and attitudes and constructed KSA into a quadrant. The upper boxes contained the letters K for knowledge and A for attitudes. In the lower left hand box was the letter S for Skills. To complete the quadrant, he added the letter H for Habits in the lower right
Ask, "How do you think we can do this?" Then stop talking and listen.
If they come up with an approach that will work, encourage them to get started.
If they don't come up with a viable process, don't tell them what to do . . . this is listening and redirect time. Ask:
1. What's the boss' objective? How will the boss use the report?
2. What's the boss wanted in the past? Not wanted? Are there types of information or questions that must be covered? What can be omitted?
3. Given what you know about the audience for the briefing,
what questions will they want answer
A home-based business is subject to many of the same laws and regulations affecting other businesses and you will be responsible for complying with them.There are some general areas to watch out for, but be sure to consult an attorney and your state department of labor to find out which laws and regulations will affect your business.ZoningBe aware of your city's zoning regula
1. What's the boss' objective? How will the boss use the report?
2. What's the boss wanted in the past? Not wanted? Are there types of information or questions that must be covered? What can be omitted?
3. Given what you know about the audience for the briefing, what questions will they want answered? What have been sticking points in the past? What are the biases and favorite themes of the audience members?
4. Is this a routine or special case? Why is this issue coming up now?
5. When is the deadline? When does the boss need it? By when should you be done with it so it can be reviewed before the big event?
6. Who else needs to be included to ensure you have all the information?
7. What is the best format? Are there supporting materials that need to be included?
8. Are there any hidden agendas or lurking issues that impact the way this information is delivered?
Listen to the answers very carefully. Be sure to probe for more information if the employee isn't certain or clear. No matter how annoying or painful . . . just don't tell them what to do.
Your objective is to get them to start acting on their own, rather than asking for specific tasks to do at each step.
Alright . . . so there were only 8 questions on the list. But when you coach employees to take initiative, you will need to add, in real time, more questions to help them probe deeper so they'll see what they need to do to make the project a success.
If you tell them, you've taken back the project. If you ask, and patiently wait for an answer, then redirect when they're slipping off track, t
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