| “Alone we can do so little; together we can | | | | specific task to do and then you constantly check |
| do so much.” - Helen Keller | | | | to see if she is performing the work to your |
| Would you like to know the #1 reason why | | | | standards. You even go so far as to give her |
| CEO’s, business owners, and managers get | | | | ‘helpful hints’ on what she should be |
| so bogged down and end up sabotaging their own | | | | doing… according to your vision. When you |
| success? It’s a simple 7 word sentence that | | | | assign work to members on your team, stand |
| speaks volumes about you and how you operate | | | | back and let them do their job! Definitely set |
| your business, and that sentence is, “No | | | | guidelines for progress and completion. Always let |
| thanks, I can do it myself.” Not only do you | | | | them know that they can come to you if they |
| believe you can do every single thing without | | | | need SUPPORT or have further questions. |
| anyone’s help, you often don’t want to | | | | Don’t stifle their creativity and enthusiasm by |
| relinquish control over your business/company and | | | | constantly looking over their shoulder as they do |
| the day to day operations. In fact, that is the one | | | | their work. I’m sure you have better things |
| thing you have to become more skilful at doing in | | | | to do with your time. |
| order to be the big thinker and implement | | | | Here are 2 sure-fire solutions to role modeling |
| strategies to create a well-oiled operation. | | | | great leadership practices: |
| In order to achieve the high level of success that | | | | 1. First and foremost, remember that you will get |
| you desire, you must be willing to ask and accept | | | | more accomplished and achieve better results |
| SUPPORT from your team. | | | | when you work as a team. Notice that the word |
| I frequently hear two complaints from my clients: | | | | ‘I’ doesn’t appear in the word |
| 1 – “I have too much to do,” and 2 | | | | ‘team.’ Alone, you can only do so much, |
| – “I’m not getting the results I want | | | | but by enrolling others in your vision you can |
| from my team.” When I start probing and | | | | accomplish much more and in a shorter time |
| asking questions, I find out that one of two things | | | | period. |
| are happening in their business: either they’re | | | | 2. Learn how to make effective requests. |
| not delegating or they’re micro-managing their | | | | Leaders often don’t get the results they |
| team. Both can wreak havoc in your business. | | | | want because they are not specific. Requests |
| Let me spell it out for you. | | | | have to have 4 components – a speaker, a |
| Delegation. When you become the leader, you go | | | | listener, action to be performed, and a time |
| from being task oriented to that of a visionary. In | | | | frame to be completed. Give clear instructions for |
| order to do that, you have to be willing to ask for | | | | their performance on the project. You don’t |
| SUPPORT. And that means that you have to let | | | | have to tell them how to do it, but you do have |
| go of the day to day details. For some letting go | | | | to tell them what you want and by when. |
| of certain tasks can be daunting. Why? Because | | | | When you incorporate these practices, you |
| we think that it will take too long to explain it to | | | | become a purpose driven leader as opposed to |
| someone or they won’t do it right, so we | | | | crisis manager. You’ll achieve more |
| just do it ourselves. I can promise you that kind | | | | productivity, more effectiveness, more success, |
| of thinking will cause you a whole lot of havoc and | | | | with a lot less stress if you incorporate these |
| you’ll end up doing 15 things at once. | | | | steps in your daily business operation. |
| Micro-managing is when you give “Jane” a | | | | |