The delegation of authority is a difficult skill for most new managers. The first time I found myself preparing to delegate a task I had an overwhelming sense of worry. After all, up until that point I had taken responsibility for every single project I’d ever worked on. What if my team didn’t live up to my expectations?

As a manager, this is exactly the sort of thought process you need to break away from. As we’ve discussed before, you’ve chosen the members of your team for a reason – they’re all skilled enough to get the job done!

Now you simply have to learn HOW to delegate a task. There are three main components to consider:

1. Assigning the task;
2. Granting your employee the authority to complete the task; and
3. Creating accountability.

Assigning the task is all well and good, but if your employee doesn’t have the authority to access certain files or perform certain functions than you may as well have done the project yourself. When you make the assignment you must tell your employee exactly what he has the authority to do, especially if that means granting authority he doens’t necessarily have.

You also need to make sure your employee is accountable for the project once it’s been assigned. Make it clear that the task is not optional – it must be completed within a reasonable amount of time.

The three parts of the delegation process don’t happen automatically just because you decide to delegate a task. You must clearly communicate your ideas, visions, and goals to the employees you’re working with. Make sure you touch all of the bases and you’ll have a properly completed project exactly when you expect to receive it!

Thanks again,

Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
FREE email course “Improve your Management Skills”

As we move forward with our study of different management styles I thought it would be a good idea to briefly discuss the management cycle. The management cycle is akin to the backbone of an organisation. Managers make plans, monitor the results, explain the outclime, and then make changes to the plan as appropriate. Rinse. Repeat.

Every manager participates in this cycle on some level, whether he’s a part of middle management or upper management. Each person may have a different expectation regarding the outcome of a process, depending on the level of management he is at. Lower management and middle management members may each be designing processes to complete a specific part of the overall task. Upper management may only see the overall project and what they perceive to be the final outcome.

Everyone has the same goal, though – to see hundreds or thousands of pieces of information distributed in a manner that allows employees to effectively complete their jobs. Your CEOs are relying on the trickle down effect – where middle management takes information, pulls it apart, and divides it accordingly.

In short, those involved in the management cycle are responsible for creating systems in which information is properly coordinated. The end result will be a properly linked and executed strategy, no matter what the project entails. Failure to have a strong plan for sharing information will only result in disaster when something as simple as a lost piece of information stops an entire project.

What methods do you have for streamlining the dissemination of information within your organisation? Can you identify your own role in the managment cycle? Are these things covered in your management training courses?

Thanks again,

Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
FREE email course “Improve your Management Skills”

Gone are the days where employees will interview for a job, earn a position, work for 20 years, and then retire from the same place.  More often than not, employees are changing careers within a few years. Some stay with the organisations they started out with while others leave altogether.

One of the reasons employees leave is because they feel as though they’re stuck. Often employees not already on a management track feel as though there is no where else to go, or no way to earn additional income, without finding a new job. In some cases this may be true, but in most a bit of advance planning is all that is needed to solve the problem.

Whether or not your company regularly promotes from within is something many new employees wonder about. While it’s certainly not feasible to plan someone’s career path from day one through retirement in advance, it is reasonable to sit down and explain what additional training and experience is necessary for advancement later on. An employee with goals is more likely to remain happy and focused.

Do you have a plan for working with new employees to determine their goals and career paths? If not, you should consider implementing one. Employees who feel as if they have a clearly defined path are more likely to give you their best efforts as opposed to those who feel as though they’re just reporting for a “job” each day.  How do your employees feel?

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training Course

Click below for a:
FREE email course “Improve Your Management Skills”

The theory surrounding Transactional Analysis was developed in the 1960′s by a man known as Dr. Eric Berne. His model maintains that each person’s personality contains three distinct parts and that each of these three parts work with each other (ie. perform transactions) on a daily basis.

The three “ego-states” of our personality are that of the parent, adult, and child. Parents can be either nurturing or controlling, offering protection and love or asking the child to do what he wants. The adult maintains rational thought patterns. There are three types of children: natural, little professor, and adaptive. One is unaware of his self, the next loves exploring, and the latter constantly tries to fit in with the rest of the world.

Every single time you communicate with someone you are each going to adapt one of the above roles. A parent, for example, will speak to a child, but can speak to other parents and adults as well. A nurturing parent, however, may only speak to a natural child while a controlling parent may only ellicit what he views as a positive response from an adaptive child.

When two individuals are on the same level (ie. adult to adult) they can have a complementary transaction – one in which they are in agreement. It is often difficult, however, to formally communincate (or have a solid transaction) if both are in different states – also referred to as a crossed transaction.

As a manager you’ll need to learn to adapt to different situations. You should be able to clearly identify the type of role you need to take when dealing with each individual employee. Can you both speak as adults, or must you adopt a parental role? Are you adopting a role that will allow you to communicate effectively with your employees?

Think about your employees and the way you interact. Are you usually on the same level or do you normally have to adopt a more powerful role? Knowing the differences will have a huge impact on the development of your communication skills. Share your thoughts in the comments!

Thanks again,

Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
FREE email course “Improve your Management Skills”

No matter where you turn you’re going to meet people with varying spiritual and religious beliefs. Everyone has the right to choose what religion he or she wishes to follow, but does he have the right to bring those beliefs into the workplace?

Generally there is a very defined line between work and religion; a line that keeps each completely separate. While employers won’t discriminate against employees based on their religious beliefs, they may or may not have rules regarding religious displays within the workplace.

Here’s where the line gets a little fuzzy. Perhaps your company has a dress code governing hairstyles, clothing choices, and even makeup. What if one of these rules contradicts and individual’s religoius beliefs? Are you required to make an exception to the rule? In most cases you would need to do so in order to avoid being accused of harassment or discrimination.

I’m familiar with at least one or two organisations that prohibit employees from decorating their office spaces for the holidays. They company itself chooses to display holiday season adornments that are not targeted at any specific religious holiday. They feel this will keep their employees in the spirit of the season without creating discontent because one religious group is represented more than another.

The truth of the matter is that the workplace today is comprised of a myriad of different genders, races, and religious beliefs. While you and your organisation may take a “religion free” stance when it comes to defining your workplace, this doesn’t mean that different individuals won’t challenge that decision or that you won’t inadvertently make a comment that is misconstrued as discrimination or harassment.

The moral of the story: be careful what you say and do, regardless of your own religious beliefs. Are you prepared to handle religious controversy in the workplace? Have you had a difficult situation in your office already?

Thanks again,

Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
FREE email course “Improve your Management Skills”