Delegation and Coaching

The most recent module of our Business Mastery Program dove deep into Delegation & Coaching as a follow up to our Culture, Team Work, and Productive Meetings session. Here is what we touched on from my notes during our workshop:

• What your job is as a manager of the company
• How to get your work done THROUGH other people
• Doing vs. Monitoring vs. Micromanaging
• Why some managers pay people to watch them do work (!!)
• How too many business owners end up with a dozen monkeys on their back – and how to prevent any monkeys
• The right way to use questions to scale your business
• How to prevent a growing paid audience of employees
• How to find the right solutions and systems in your business
• Why your team’s solutions are better than yours
• Where to use results in your systems – and where not to
• How Visa was doing trillions of dollars in transactions with only ~100 employees
• Why one Visa’s management principles was “We will all buy into a world that we create.”
• How to get maximum buy in from your team members on your systems
• What motivator is way more important than money to employees
• How much each five minute interruption actually costs you (per UC Davis)
• When you do – and don’t – want employees interrupting you.
• How to encourage employees to come up with solutions to their questions
• When to delegate the creation of a system – and when not to
• Which processes to systematize
• How to test your systems
• The Delegation Do’s and Don’ts from Strategic Coach
• When to update your team on key priorities
• How to support your team in leveraging you best
• How to be clear about your team’s level of authority.
• When to expect your team to be able to read your mind
• The danger of “drive-by-delegations.”
• How to estimate the actual time it takes to do things (not by you!)
• Underestimate your team’s capabilities.
• What micromanagement actually means
• The best way to demotivate your team
• The most common mistake of new managers
• Why Henry Ford once said “I hired them for their hands, but I found they came equipped with a mind, too”
• The dangers of being “the King” with all the answers and ideas
• Who to hire to create freedom
• What made Sir Richard Branson say “If you really want to grow as an entrepreneur, you’ve got to learn to delegate”
• How to know who on your team to delegate to – and how to never delegate to
• The 7 things to look for in someone before they create a system with/for you
• Why Michael Gerber says “If it’s not written, it’s not a system. There are no systems that aren’t written.”
• The danger of violating the the “3×3” interview system
• How to use Position Agreements in interviewing
• When to address an issue with an employee and what happens when you don’t
• How confrontation doesn’t have to be negative
• How to use the COACH process for difficult conversations.
• Why Jack Welch said that “My main job was developing talent. I was a gardener providing water and other nourishment to our top 750 people. Of course, I had to pull out some weeds too.”

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