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Write You - Delegating for Initiative
New inventions are everyday occurrences in the computer world. As a matter of fact, a month ago, Stealth Ideas Inc., introduced the StealthSurfer II ID Protect. It is a miniature flash drive that lets you surf the Internet anonymously from your computer using an encrypted mode. It comes with memory of 256 megabytes to two-gigabytes and prices start at $99. For those who dabble in the arts, the DigiMemo-692 Digital No
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 wa
There are literally thousands of opportunities out there for individuals seeking employment today. The job market appears to be extremely narrow at a first glance but that is because more and more companies are looking for temporary employees rather than permanent employees wishing to sign a long-term contract. It does not matter whether you have a skill or not, an agency can offer you employment to suit you. With a
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 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 wai
The single easiest way to increase sales is to look professional. People believe what they see. If you look the part, you get the part. You must be committed to keeping a positive image in the mind of every customer. What you may not realize is that a high public image may not cost as much as you are led to believe. In a small business, image is fifty percent (50%) of your business. The impact you have on your cu
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 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 wa
May I explain what about what a red ball means to me and how I counsel others as a career coach.A RED BALL is a symbol of what you can do and want, especially in a job search.Here are some uses for a RED BALL, especially when you are stuck for ideas and resources to get your next job.1. Play with it! Bounce it! See how high it will go. Be silly with it! (No, this is not intended as a 'feel go
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 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 wa
We are all aware that establishing a good name in the business is a hard thing to do. There are lots of factors you need to consider in order for you to be successful in what you do. On the contrary, establishing a business name in the market can be a smooth transaction or it could be an awkward citation.With the many business entrepreneurs that are sprouting at present it is yet indeed hard to make a name. Th
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 wa
Looking around our surroundings we can essentially tell that advertising is everywhere. We can see them on streets, on walls, on radio and television. From this we can barely conclude that advertising is the easiest way of reaching out for customers and prospective clients. Mainly with the different innovations made in the printing technology, different advertising materials had been developed and among them are the
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, they'll own the project.
And next time, the conversation about new projects will be shorter, and the finished product better.
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