The Gift of Time E-Book

Gail Thomas

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 255

Veröffentlichungsjahr: 2015

Beschreibung

From us to you... the precious gift of freedom from your unbearable workload and space to breathe!

What is the main thing that stops you doing all those things you'd love to do? That stops you trying a new idea, starting a new hobby, looking for new opportunities or finishing that long-overdue project. It's time isn't it? It certainly is for most of us. We're all drowning in work – never-ending to-do lists, constant deadlines one after the other, too many emails to possibly answer! If only some of that load could be lifted. If only we could find some space, some breathing room, some time to actually think. It would mean we could try new things, think creatively, do our best rather than just enough to get it done and off our plate. Certainly in work, business growth is dependent on creative thinking and innovation – you need time to do that. If you want to succeed in your career, or make more room in your life for the nonwork stuff, then you need to free up some time. And what's the key to finding time? Delegation. Let Gail Thomas teach you to art of delegation. Stop wasting your time on tasks you're overqualified for and see how you actually can focus on the important stuff. And you won't just learn how to delegate 'down' – Gail will also help you master upwards delegation.

The Gift of Time includes:

• How proper delegation can lead to a more successful career and a happier life
• Solid research into the value of delegation in real monetary terms
• An examination of the attitudes and barriers to delegation and how to overcome them
• Different types of delegation – not just 'downward delegation' but upwards and sideways delegation, silent and stakeholder delegation
• Articles by guest writers – experts in particular areas, such as parental delegation
• Case studies to illustrate exactly how effective delegation has been done to great results

Leseprobe

‘A combination of research and practical experience make this well-written book invaluable for those struggling to effectively delegate and manage a team.’

Julie Gledhill, Finance Director, hoyhoy.nl

‘Anyone wanting to take control over their life, enjoying the work that they do, continuously, needs this “Gift”. The online programme also brings the whole subject to life.’

Simon North, Founder of Position Ignition

‘Businesses succeed when they delegate, spreading responsibility and autonomy upwards, downwards and sideways. Gail Thomas's extensive personal experience translates into valuable words of wisdom on what we might soon call “the art of delegating”. ’

Julian Barling, PhD FRSC, Borden Chair of Leadership & Author of The Science of Leadership

THE GIFT OF TIME

HOW DELEGATION CAN GIVE YOU SPACE TO SUCCEED

GAIL THOMAS

This edition first published 2015 © 2015 Gail Thomas

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ISBN 978-0-857-08595-5 (pbk) ISBN 978-0-857-08594-8 (ebk) ISBN 978-0-857-08593-1 (ebk)

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CONTENTS

Introduction

Part One: Introducing Delegation

Chapter 1: The definition of delegation

Notes

Chapter 2: The benefits of delegation

Note

Chapter 3: The value of delegation

Newly-created revenue as a result of delegation

Value created by the reduction of dependence on, or removal of, the owner of the business

Valuing delegation in corporate, charities and government departments

Chapter 4: Types of delegation

Downward delegation

Upward delegation

Sideways delegation

Silent delegation

Silent delegation and gender

Stakeholders and the impact of business types on delegation

Notes

Part Two: Getting Delegation to Work

Chapter 5: Barriers to delegation

Know-how

Money

Trust/control

Back to time

Notes

Chapter 6: Over-capability

Note

Chapter 7: The delegation mindset

Delegation and mistakes

Note

Part Three: Your Delegation Plan

Chapter 8: Step 1: Why delegate?

Chapter 9: Step 2: What to delegate?

Task List Profile

Task List Profile second column

Task List Profile with timings

Task List Profile with ‘who’ column

Note

Chapter 10: Step 3: Who to delegate to

Delegation and the team

Note

Chapter 11: Step 4: Getting from ‘I do’ to ‘You do’

Notes

Chapter 12: Step 5: How to delegate

Delegate with confidence and get guilt out of the way

Tools required for effective delegation

Be prepared for cock-ups

Check, check, report

Notes

Part Four: Delegation in Context

Chapter 13: Delegation as a new leader

Chapter 14: Delegation and other leadership skills

Note

Chapter 15: Disastrous delegation

Note

Chapter 16: Delegation for parents

Conclusion: To only do, what only you can do

Note

Appendix 1: The art of delegation white paper

Background

Premise

Anecdotal support

Research

Findings

Statistics

Further activity

Conclusion

Notes

Appendix 2: The art of delegation manifesto

About the author

Acknowledgements

Index

End User License Agreement

List of Tables

Chapter 5

Table 5.1

Chapter 12

Table 12.1

List of Illustrations

Chapter 2

Figure 2.1 Delegation benefits map.

Chapter 4

Figure 4.1 Types of delegation.

Figure 4.2 Delegation stakeholder map: Sole trader website designer.

Figure 4.3 Delegation stakeholder map: National chain.

Figure 4.4 Business types.

Chapter 5

Figure 5.1 Delegation and return on investment.

Chapter 9

Figure 9.1 The Delegation Programme Task List Profile.

Chapter 12

Figure 12.1 Delegation Venn diagram

Figure 12.2 Check, check, report

Chapter 13

Figure 13.1 Decision tree.

Guide

Cover

Table of Contents

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INTRODUCTION

A whole book on the subject of delegation? Who'd have thought?

Personally, I love short paragraphs and chapters: I'm a total ‘cut to it’ person. No fluff required. If you're like that too, here's your reason to stick with this book, even though it's longer than an article:

There's loads in it for you, to make other things shorter and your life better.

If you need a bit more, here's the next part:

Delegation is a multi-media, multi-directional necessity of life (how thoroughly modern of me).

There are many benefits to getting delegation right in life: at home as well as at work.

The potential of successful delegation to the UK economy at just under £300 billion per annum – you should take your share of that.

I know that clients I've dealt with are usually disappointed that there is no quick fix. Great delegation takes time (for many reasons TIME is the biggest barrier to successful delegation) but the benefits are MASSIVE – I'm a real live case study and I talk about it readily at the drop of a hat.

A grandiose and somewhat unachievable sound bite from Vince Cable at MADE Festival for start-up businesses in 2012 was the inspiration for this book. He said, and I paraphrase, ‘If we had 900 000 new businesses in the UK tomorrow, we would not have an economic problem. Unemployment would be reduced to an acceptable level, the economic deficit would be eradicated and our future pensions problem would be resolved.’

As a serial starter of businesses, I found what he said massively appealing, but as one who knows how tricky it is to get going in the first place, let alone keep a young business afloat, I knew in truth it was a big, if not impossible, ask.

But the maths intrigued me and wouldn't let me go. I knew that the UK at that point had some 4.5 million businesses and thus 900 000 as a proportion of that was 20%. So, give or take, if the businesses that we already had grew by 20%, one could presume that the net effect on the economy would be the same.

So how does a business go about growing by 20%? All manner of ways, I suspect: brand extension, product development, asset leverage, marketing sales, economies of scale, process-reengineering, social media and business development. It matters not, to be honest. Growth takes time and money, but mainly time – especially if you've just come out of a recession and the banks aren't lending!

So if growth, enough to eradicate our economic woes (ref Vince Cable), takes time from those with the skills to create it, then – I figured – the only way to give these people the time they need is to reduce their workload. The only way to make this happen is by delegating; and if that is true, it de facto means there is value in delegation.

So I asked the question: ‘If you could reduce your workload by 10%, what would you do with the time?’

Over 90% of respondents from SMEs said they would grow the business.

And so I asked them how much by. Somewhat ironically, given the Vince Cable starting point, the average response was always just over 20%.

Then if you take the current government statistics on SMEs alone and apply the figures to owner-led businesses, the resulting expected growth, on delegating 10% of workload alone, is almost £300 billion per annum.

So if you were wondering how this book got its title, there you are.

For those who like the greater explanation, here's your bit:

Mastering the art of delegation is so much more than that, more than ‘just’ more money. There is much written on delegation in many media and forms and I'm sure I've only touched the very outside in my own reading. What I've seen, though, doesn't differ from the bits of delegation theory that I read when I studied for my MBA. It's absolutely right in its content but it's less compelling if it isn't clear why you might partake. Let me expand here, because this is the nub of the justification of one whole book dedicated to the single subject of delegation.

In a corporate sense, I often find it's simply a management skill that is expected, sits theoretically in the lower echelons of the managerial skill set and yet is rarely taught or trained in. Less, or even never, is it valued as a benefit to the organization in financial or managerial terms. In my experience, it is usually positioned as a skill which benefits team motivation; trite acronyms accompany an expectation that rank will facilitate necessary delegation. ‘I am more senior, therefore I will pass my workload to you and you will enjoy and feel motivated by the additional responsibility because it says you are trusted and worthy.’ I'm simplifying and exaggerating to make a point here, but the MBA I studied didn't give much more than this, to be honest.

It took some time for me to realize I had been in the business of delegation for well over a decade; sharing my secretary with others to save costs led to a small business that was established in 2001 not just surviving, but still going strong well into its second decade. Every visit to that office reinforces the relief that business owners and department managers must or would feel when they hear those words, ‘Leave it with me, I'll sort it out for you.’ It makes my heart dance. Even more so when the person being delegated to loves the prospect of helping out by doing work they love.

There is a hugely pleasant feeling that accompanies successful delegation but it is most definitely a habit and, for some people, it's a bit like developing the habit of exercise or going to the gym. It takes effort to break the barrier of not delegating and doing it for oneself. Overcome that barrier and the upside worms its way into the psyche, which makes it addictive because the benefits are so evident.

I focus a lot on time being the biggest benefit of delegation, with the proviso that what you do with it is the ergo benefit(s). However, as delegation always works laterally, it is possible to collaborate and redistribute work according to who is good at, or loves, doing certain things, so it can also mean that you get to do more of what you're great at and presumably love doing most.

In addition, it means that you're surrounded by people who are doing the stuff that you're not good at, and we know that that is a winning strategy. Always get someone who is better than you to do stuff for you: it means a better job gets done – if ever there was a no-brainer, how much encouragement do you need?

Either way, delegation means you get to fill more of your time with stuff you want to do, as opposed to being overwhelmed with things you don't like doing so much, which therefore take longer to do and longer to mentally move away from once done, and in doing so cost even more time. That's a mouthful, but it's true.

This book is intended to get the message out there that sharing, or in other words delegating downwards, upwards and sideways, is good for us individually, as a family, as a team, as a small business, as a department, as a big business and thus as an economy. I don't think we do it enough, I don't think we're taught how to do it or that it is a good thing to do and I'm hoping this book, the accompanying online programme and the available workshops help to change that.

Good luck. Delegate and grow.

Part OneINTRODUCING DELEGATION

1THE DEFINITION OF DELEGATION

Most people walk around with knowledge of many words and probably wouldn't feel a need to look them up in a dictionary. I only looked up the verb ‘delegate’ myself for the sake of clarity at the beginning of a workshop I was about to deliver. I almost didn't recognize the word from its definition. In fact, I realized that the word's meaning had changed and that it was time to revisit the notion of delegation with a fresh pair of eyes, to revisit this often ignored – though always expected – skill of a manager.

The strict definition as written in the Oxford English Dictionary is:

To delegatevb the act of transferring or handing over work to another person usually more junior than oneself.

This was probably highly appropriate and factually correct during the fifties, sixties and maybe even seventies, when a secretary was often the equivalent of an ‘office wife’, the ‘boss’ was more-often called by title and surname and subordinates by their first or surname only. Management status was cherished and the notion of rank still fresh from the post-war era. The eighties perpetuated the notion of delegation as a one-way process, the sometimes-aggressive dumping of often less attractive tasks to a junior.

The characteristic excess and status-led attitude of the yuppie years gave way to a much more sensitive and somewhat politically-correct era which led to a far greater consideration of managerial relationships and the dynamics of emotional intelligence being applied in the workplace.

In addition, during this time, essentially from the nineties onwards, we have seen an explosion in technological advancement. Though the eighties was the beginning of the mobile phone era, the nineties saw the rise of email and electronic communication, and thereafter and through the noughties, we have seen the rise of social networking sites and more latterly the (largely worldwide) addition of smartphones.

Smartphones have to a great extent imprisoned us in a world of infomania, whereby the phone has become a constant companion, less a phone for many and more a device that makes unqualified demands on our time. As a consequence it is a huge distraction, often dragging highly-paid and highly-qualified professionals and business people into a time-wasting mire of deletion and (often over-zealous, ill-considered) speedy responses. Of course, emails, social media and the Internet are hugely valuable too, but their impact on delegation, in the strict sense of the word, has been dramatic.

Think back to the archetypal image of a secretary who, for the sake of stereotypical accuracy, we will say was female. Her role was to take down dictation, type up letters and memos (remember them?), often she would draft replies to letters and memos herself, in her boss's style for him to edit and/or sign. For him, his communication schedule was controlled and limited: the post came in and was prioritized for his attention by his secretary. Communiqués requiring urgent attention were pushed under his nose, with or without suggested replies. He studied them, decided how to act, dictated or directed a responsive action to his secretary (reply, meeting, delegation to another or ignore) and got on with other things until she had something to report. Note then that he was not constantly checking for replies or in fact able to directly communicate quickly or instigate prolonged, often instant, discussion on a matter.

Clearly this scenario rarely exists today, but its historic place in our, actually quite recent view, of delegation remains true. Fast forward even to the nineties and I would argue that secretaries were far more likely to be in charge of the email inbox, responding on behalf of their managers, deleting, prioritizing, replying and taking action where appropriate, precisely as a result of the legacy of a life and role prior to the emergence of electronic communication.

My point here is not to make or even attempt to make a social study on the impact that the digital age has had on our lives and economy. Far from it: merely, I seek to illustrate that roles have changed in recent times as a result of these advances and with it our certainty and our relationship with skills such as delegation.

If I may stray briefly from the management skill that is delegation, let us expand the notion that the social digital age has blurred the lines for many of us and that adaptation is vital to maintain quality leadership in our businesses and successful businesses as a result. Our lives are now indelibly published online, see the enlightening short talk by Juan Enriquez.1 They can be researched by employers assessing potential and in-post employees and vice versa. Managers can no longer maintain a professional distance from their colleagues, team and managers, unless they entirely shun the social media world and, even then, they have limited control over what others may post about them, pictures and all. This changes the game. Managerial leadership now has to be managed in the context of an extended professional landscape. Everyone can have a deeper knowledge of anyone else's personal or past professional life, all at the push of a button. Suddenly we are all ‘famous’. If, once again, we take the strict definition of the word,2 then without qualification of the elements ‘known’ and ‘many’ we all have the potential to fall into the category of famous, and so we have to add reputation management more vigorously to our skill portfolio.

These days many of us grapple, at all ages, to understand what this alone means to our online persona: How we appear to everyone in our world; friends, family, our children and their grandchildren, their teachers and lecturers, our employers, colleagues, suppliers and clients is increasingly something to think about. And we have a very clear and present need to address what this means for each of us. As an entrepreneurial middle-aged female with pre-teen children, I have both a business and personal need to understand these technological impacts, but I am not a ‘techy’: I find it more a necessary evil than a welcome invasion. That said, I embrace the benefits into my life without thinking about them – instant messaging, online diary and document access, indulgent voyeurism, music and movies on the move and so on. My chances of being ‘papped’ in a compromising Friday night position by a ‘friend’ who then plasters the pics all over the latest social media platform are mercifully limited (though not entirely over!); however, management of these risks for our children are highly prevalent and relevant. The benefits and damage – even to the point of suicide – are extreme and real and in large part we all understand the need to learn to deal with it.

More importantly, though, with regards to this book, we need to understand what, sometimes subtle, impacts this new, modern, technology-driven world has on delegation – how we delegate, how often, what form it takes and how effective it is. These impacts are not just the preserve of technology, though its existence influences the other key factors of gender and (slowly) increasing equality between the sexes and the influence of culture on this.

If we look again at the post-war period, we will see the stereotype of a white-collar male worker making his way up the corporate ladder and the point when he would be awarded the ‘office wife’. This would be a benefit both for him and for his real-life wife, as the new employee would be able to do more personal tasks for their boss – such as picking up the dry-cleaning, making hair and dental appointments – that normally fell to the boss's housewife. This was the social, status and professional reward for achieving a certain level of management.

These days, where the equivalent of the ‘office wife’ exists in a less frequent/more likely to be shared scenario and with the advent of greater equality, greater expectations of women's performance and career ambitions in the workplace, the delegation relationship is often (but not yet always) very different.

Culturally, we live in a more equal society where the media has helped to shape our views of those in positions of so-called power. Celebrities, royals and politicians are regularly featured and exposed in publications and online; in fact as social media enables us to instantly enter almost anyone's life, a degree of deference has almost certainly been lost at all levels of society.

And so delegation, in part, becomes a choice not just for the superior, to draw on the Oxford English Dictionary definition and to return us to the original point, but also for the junior. It is less an expected part of one's lot and more an acceptable part of one's role. That it is acceptable also means it can be deemed unacceptable and this, to my mind, defines the art of delegation or, more precisely, the verb ‘to delegate’, as a skill that involves reducing one's own workload by handing it over to another party (or software) application who (that) agrees to execute an agreed list of actions to an agreed standard within an agreed time.

Later, we will apply this thinking to delegation in scenarios other than the workplace and examine the multi-directional and multi-media capability of delegation in the home and in a political landscape as well as looking more deeply at the upwards and sideways manifestations of delegation.

The Gift of Time is accompanied by an online programme that offers practical help, activities and accountability for action.3

Notes

1

Ted Talk: Your online life, permanent as a tattoo

,

http://www.ted.com/talks/juan_enriquez_how_to_think_about_digital_tattoos

, accessed 10th October 2014.

2

Oxford English Dictionary

definition of ‘fame’: ‘mass noun; the state of being known by many people’.

3

For more information see:

http://thegiftoftime.yourgoalstoday.com/

.

2THE BENEFITS OF DELEGATION

There are multiple benefactors of successful or even simply effective delegation when it is an integral part of a company's operational culture.

We will address the financial benefits which apply to business owners, or those responsible and directly able to influence company growth, later; but in the meantime, what about everyone and everything else? Where are the benefits for them and what do they look like, and how – most importantly – can this be measured? As well as what I term ‘soft benefits’, which relate to how people feel in their work and in their life, there are also ‘hard benefits’, which can directly transcribe into financial improvement. It's a (somewhat sad) fact of life that money talks. In terms of adopting a new way of working (i.e. delegating more and the encouragement to do so in a corporate environment), there has to be a clear benefit to the organization, something more than ‘hope value’. The prospect of generating an increase of cold hard cash is always a good motivator, and therein lies the importance of the value of delegation in financial terms.

Whatever the varied benefits of delegation, there is one common denominator which results from effective delegation: time. By virtue of handing over workload or tasks, the delegator first gets his or her time back. This is the benefit of delegation. In truth, it is the only benefit of delegation to the delegator, what then transpires may or may not be a beneficial use of that time, but time in itself provides the benefit of choice.

Clearly, if one operates as a business owner or at the top of an organization and with limited supervision, the choice of what to do with time freed up is arguably greater. If the ‘why’ which motivates the delegation in the first place is clear, agreed and achievable then the benefits become more recognizable and tangible as they manifest. If the ‘why’ is not clear – and we will tackle this in greater depth as part of the process of delegation – then time can easily be wasted, and we are all capable of that.

If delegation in its strictest sense is passing on work to someone else and if the immediate and most obvious result of that is an unfilled gap in time, let's look at where that could lead in the following diagram (Figure 2.1).

Figure 2.1 Delegation benefits map.

If we back-pedal a little, we can start at home with the young. The purpose of a parent is to make themselves redundant. There is more on this – with commentary from Elizabeth O'Shea, a renowned parenting coach – in Chapter 14. In achieving their own redundancy, parents (and clearly within this term I include any form of carer) produce young adults, capable, independent and equipped, insofar as they can be, to take on the world of adulthood.

The result, of course, will be happier, more independent children who know that part of their role is to pass on this knowledge to future generations.

And if we start to achieve ‘redundancy’ at work, we will create a rolling production line of passing back the workload, tasks and required outcomes, freeing up time for us to develop, grow and find new ways of achieving more, and being more fulfilled.

There are many routes and stakeholders and there are many motivating reasons for making oneself redundant; retirement, for example, is most successfully achieved for both the individual and the organization if a successor who picks up the workload and carries forth the legacy of the retiree is put into place. The retiree is free to retire because he or she is effectively redundant, by design of course.

Similarly, an employee leaving a role or an organization is a fact of life and a fact of a successful career. Just as in the case of our retiree, leaving a role is much more successfully achieved if the role leaver has been able to achieve their own ‘redundancy’ through the appointment and training of a successor.