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Building A Team:Building A Team:Delegating, Work With ‘Friends/Family’, Delegating, Work With ‘Friends/Family’,
Hiring & Assessing PerformanceHiring & Assessing Performance
THOUGHT INTO ACTION INSTITUTE December 2012
WIRELESS:U/N: tia
P/W: colgate
Delegating: What’s That?Delegating: What’s That?• Assigning a task/responsibility/function to someone who is
not you—an employee, contractor, partner
THOUGHT INTO ACTION INSTITUTE
Delegating: Why?Delegating: Why?• Hmm, because you are human/have limitations: time,
expertise
• Because you want to accomplish morethan you can do alone—something bigger, better, more sustainable
• Remember, a ‘one man/woman band’ makes very limited music
THOUGHT INTO ACTION INSTITUTE
Delegating: When?Delegating: When?• When your limitations –time/skills--impede the
speed/quality of your progress
• No one can do everything well or fast. So, unless you like the idea of ‘bad and slow’….learn to delegate
THOUGHT INTO ACTION INSTITUTE
Why Delegating Can Be Hard To Do…Why Delegating Can Be Hard To Do…• “It takes too long for me to explain to someone else”
• “I know how to do it best”
• “I’m not comfortable asking/telling people what to do…particularly my friends or family.”
• “I don’t know where to find someone who does__”
• “I don’t have the money to hire someone”
• “I don’t want to share control, power, ownership”
THOUGHT INTO ACTION INSTITUTE
Why Delegating Can Be Hard To Do…Why Delegating Can Be Hard To Do…• “Newsflash: You are not alone, strange, or disturbed---
many people feel this way…initially
• But if you want to build something bigger, better, and more sustainable than you...learn to delegate. (Try the Nike approach: Just do it!)
THOUGHT INTO ACTION INSTITUTE
Delegating: A Few TipsDelegating: A Few Tips• Tone: adapt it to your comfort zone…perhaps you ‘ask’ vs
‘tell’, or ‘suggest’ vs ‘direct’
• Clarity is key!! Say it, but put it in writing, so no confusion.
Clarity of task/responsibility
Clarity of expectation (timing, deliverables, etc.)
THOUGHT INTO ACTION INSTITUTE
Working With Friends And FamilyWorking With Friends And Family• Often the nearest source of talent/support
• Not ideal, but OK to do, but be very careful, eyes open
• Easy to get into, hard to get outof (you can fire your brother, but he’ll always be there)
• Delegating or giving orders canbe awkward
THOUGHT INTO ACTION INSTITUTE
Working With Friends And Family; TipsWorking With Friends And Family; Tips• Crystal clarity (written and spoken)about:
1) job responsibilities, expectations
2)your role: the boss, not brother or pal
• Consider a “friends and family contract”:
“if it doesn’t work out, we’re still pals”
THOUGHT INTO ACTION INSTITUTE
Building A TeamBuilding A Team• Like building a house, you need a plan to identify:
responsibilities/tasks (‘we need someone to do __’)
skill sets required (‘someone who knows __’)
“job specs” (‘full time, based in, compensation of’)
• Staff your team to fit your plan—not who’s most fun to hang with! Be disciplined + dispassionate (D+D)
“A team should not just be a gathering of friends”
• The most important decision you will make
• Best team = best chance to win
THOUGHT INTO ACTION INSTITUTE
Hiring: A Few TipsHiring: A Few Tips• Create a written job description, with crystal clear
responsibilities, expectations, evaluative measures
• Get a resume, and set up a formal interview(s)
• Develop an interview guide to assess: skill sets, relevant experience, character,values, problem-solving instincts, ego issues, etc.
• In the interview, listen more than talk—much more.
• Simulate real-world performance needs
THOUGHT INTO ACTION INSTITUTE
Hiring: A Few TipsHiring: A Few Tips• Get 3rd party corroboration/references…(“does she do
what she promises?”, etc.)
• Don’t ‘talk yourself into someone’— it’s a bad sign
• Find people who: fit your job specs and your values; have skills/muscles that you don’t have; people who will challenge, push and inspire you
THOUGHT INTO ACTION INSTITUTE
Assessing Performance: A Few TipsAssessing Performance: A Few Tips• Performance: assessed against the agreed-upon job
description, expectations, goals, deliverables. (Yet another reason to put this all in writing!)
• Hire/keep people who deliver what they commit to; get rid of/stay away from people who don’t.
• Excuses don’t ever help you win…
• Trust your instincts---they are there for a reason, and will helpyou survive, thrive, and makebetter hires.
THOUGHT INTO ACTION INSTITUTE
Final ThoughtsFinal Thoughts• The best leaders/managers surround themselves with the
best people. Period.• If you can find people better than you, get them on your
team. • When it comes to hiring, leave your ego at home.
• Remember: If you’re the best player on your team, you haven’t chosen well
THOUGHT INTO ACTION INSTITUTE