Delegation
Delegating is an
important tactic, not only to help you with
your work load, but also or developing
staff, and creating an atmosphere of
employee empowerment. The critical component
of delegating is to make sure each employee
knows his/her degree of autonomy and
authority. If parties are not clear, MORE
time is wasted through delegation. Below are
some delegating options:
-
Subordinate has full
authority to make a decision without
consulting boss.
-
Subordinate makes
decisions, but informs boss and anyone
else involved, to prevent any surprises
or unexpected problems.
-
Subordinate
recommends a final decision, which boss
must approve.
-
Subordinate presents
alternative solutions to boss, who makes
the decision.
-
Subordinate presents
relevant information from which boss
narrows down feasible alternatives. Boss
then makes final decision after
consulting with subordinate.
Using Talent
Organizational talent is
the sum of skills and abilities available in
your work unit. Effective use of
organizational talent can save time and
reduce frustration, while mis- use results
in the opposite. Here are some tips.
-
Identify your own
strengths and weaknesses. Try to be as
objective as possible. When you
undertake tasks in areas where your
skills are not highly developed, you
spend MORE time than would a person with
more developed skills. By recognizing
your own lack of expertise, you can
avoid spending time unnecessarily.
If you aren't good at something,
consider finding someone who IS good at
it.
-
Certain tasks cannot
be done efficiently by only partially
trained or educated
personnel. For example graphic design
work (design of brochures, marketing
material etc) can be done internally,
but only at a significant cost in terms
of time and quality. While technology
may allow us to do things otherwise
reserved for specialists, that doesn't
mean we can do it well, or do it
efficiently.
Unless you have other reasons for doing
so, don't take on "specialist" type
tasks when people outside your
organization may be able to do the task
more efficiently.
-
Working with
"specialists" outside your organization
can be time-consuming. Look to create a
relationship with specialists so that
they understand your needs. If you
contract for service, don't always go
for lowest price. Indicate that you are
looking for a long-term relationship,
and that you expect the specialist to
save you time, not cost you time.
-
Where you have a
recurring need that you would like to
handle internally, invest in your staff.
Provide proper and ongoing training so
that the person can become very good at
it, not just mediocre. Only the "very
good" will work efficiently, and the
mediocre need constant support, which is
time consuming.
Handling
Interruptions
Interruptions, be they on
the phone or in person can be frustrating
and time
consuming. Apart from the time spend ON the
interruption; it may take time after the
interruption for you to regain your original
level of concentration and focus. Some tips
follow.
-
When scheduling
meetings (i.e., in your office),
schedule them in blocks. Don't have one
here and one there, but consolidate
them, one after the other if possible.
This will help keep each individual
meeting to a reasonable and pre-defined
length. Inform secretary or relevant
people when each meeting will end and
make it clear that you do not wish to be
interrupted, and when you will be
available.
-
If you are constantly
bombarded by random phone calls and
visits, set aside a time each day (quiet
time, focus time) to work on specific
projects. Make sure staff are aware that
this time is sacrosanct and should not
be intruded upon unless there is a dire
emergency. Consider scheduling this time
at the same time each day.
-
If you have a
"gate-keeper" who deals with visitors
and phone calls before they are handed
to you, make sure that they know what
people should be "gated" to you and
which people will receive return
calls/visits. You don't NEED to see or
talk to people every time THEY want you.
You can exert some control over the
process.
-
set aside particular
times each day to return calls. If you
have a secretary inform him/her when you
will be returning calls so this
information can be passed on to the
caller.
Other Time
Tips
-
Return calls when it
is unlikely that the other party will
want an extended
conversation. Before lunch and towards
the end of the work-day may be good
times. When calling, say: "I know you
must be heading off to lunch, but I
wanted to make sure I talked with you
about..."
-
Schedule meetings
with a distinct termination time. When
scheduling indicate this termination
time to the other person, and/or ask how
long the person needs. Stick to the
termination time, and people will
catch-on that you are serious about it,
and will modify their behavior to fit
the time constraint.
Post your comments at
amin@aiminlines.co.th
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