Successful business owners and supervisors need to be very clear about what outcomes they yearn. Goals, objectives or targets are the components that you're ultimately judged. Outcomes certify whether your business is a gravy train or a misadventure .
If you're an employed manager, you'll procure them in your job description or contract and I'm sure your boss will contemplate on them at your next performance review. Outcomes are what you're paid to perfect.
Various business owners and managers allow themselves to be distracted and diverted from their outcomes. They get involved in all sorts of situations that take their "eye off the ball."
At the start of workshops they ask the executives to draw a map on a gigantic sheet of flip chart paper of all the things they do in their job. Executives almost inevitably fill that page with all sorts of tasks and activities. Augmented often than not they surprise themselves with what's on the page.
Facilitators then ask them to identify and bill with a gigantic cross, their real priorities, and the outcomes that they're ultimately judged on. Out of all the tasks and activities on the page they usually cross only five or six priorities and sometimes subordinate.
What we do obtain however is that the priorities that they cross are not allocated the time they deserve on a day to day basis. The managers will often blame their senior manager for multitudinous of the tasks which divert them from their priorities, which is perfectly fair. However there are many tasks that a manager takes on because:
1. They don't like to say "no" or -
2. They don't trust anyone else to do it or -
3. They just 'like' to do it themselves.
Facilitators then spend time in the workshop showing executives how to communicate with their senior manager and their other colleagues in order to minimise the number of tasks that don't add to their outcomes.
Various managers fall into the trap of believing that their manager will accept why they haven't hit their target or quota. They seem to think that because the senior manager has handed out all sorts of other tasks, then they'll accept your bummer to produce your target.
This will definitely NOT be the case!
Some business owners presume true that their bank manager or investors will discern all the reasons why they haven't achieved their business outcomes. However, bank directors and investors only incline toward to hear that you've achieved what you said you'd do.
The successful business owner or manager keeps very focused on outcomes and doesn't allow anyone or anything to divert them without splendid reason.
It's also necessary to focus on outcomes as far as your team are concerned. In many cases the people in your team will be only too happy to do other little jobs and tasks that you ask them to do.
Salespeople may echo - "Oh, I'll deliver that to the customer, it's on my way." Customer service people will say - "I'll go and talk to distribution or finance department about that." You have to keep asking yourself the question, "Is what they're doing helping me to attain my outcomes?" If the answer is "no" then don't let them do it.
Make it bright to your team what the outcomes are and don't concern yourself too much about how they get there. That doesn't mean that you inspire a salesman to get a sale at any cost, or a chef to use inferior ingredients. You obviously don't prefer a maintenance engineer cutting corners that could jeopardize safety.
Facilitators at these workshops often tune in to a salesperson speaking to a customer and acquire themselves thinking - "That's not the way I'd do it." The inclination is to jump into the conversation or speak to the salesperson afterwards. Numerous have learned to keep their mouth shut, because bountious times the salesperson closed the business, the customer was happy and it probably was superior than they would do it.
The successful manager defines the outcomes to the team members and then lets each person acquire their way of getting there. That doesn't mean you walk away or have no idea what's going on. You need to be constantly out there with the team, watching and listening and supporting what they're doing.
Two characteristics of successful business owners and managers are -
1. They get the job done and
2. They do it in the easiest and least stressful way.
To try and regulate your team's activities and get them to do things the way you covet them done, is extremely stressful. It can also mean that you de-motivate the team and then it'll be much harder to achieve your outcomes.
Discover how you can accomplish greater business by motivating your team!
http://www.bigbangworkshops.com
successful+people
Wednesday, May 16, 2007
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