How to Use “Meetings That Work” to Avoid This Meeting Disaster

Learn how KAW Consulting’s “Meetings That Work” can help John and his colleagues avoid a common meeting disaster-too many completely unproductive meetings that waste everyone’s time.

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Sitting in the conference room, feeling extremely frustrated, John tried not to visually roll his eyes in front of his co-workers.  What kept going through his mind was, “I have so much work I need to get done, and here I am in yet another wasted meeting.  In fact, I’m not really sure why we’re even having a meeting or what we’re supposed to accomplish.  All we got was a meeting notice with just some vague indication that we need to discuss the assignment that we’re all supposed to work on.  There’s no agenda or purpose statement.  In fact from the way people are talking, I’m not sure that anyone really knows what we’re supposed to accomplish in the next hour or so.  I sure don’t.  And this is the fourth meeting I’ve had like this, this week! How in the world am I supposed to get my work done if all I do is sit in useless meetings?”

John is not alone in his frustration.  People spend a lot of time at work in meetings. And according to surveys, 70% of employees feel that the meetings they attend aren’t productive—in short a waste of time.  Time that is vitally needed to be spent on getting the job done.

But it doesn’t have to be this way.  With recognition amongst themselves that the meetings that he (John) and his colleagues are attending aren’t very productive, and some analysis and skill building on how to design and run effective meetings, the results could be vastly different.

WHAT THEY SHOULD DO

To start, they could take a look at why their meetings are so unproductive.  Often, it’s due to one or more of these common causes:

  • Meeting leader is unprepared and tries to “wing it”
  • There’s no formal agenda
  • Everyone disagrees on the meeting’s subject
  • The expected desired results are not defined
  • People critical to meeting’s success:
    • Don’t Show Up
    • Weren’t Invited
    • Come late or leave early
  • Participants don’t understand their roles
  • Unfocussed discussion
  • Results are not accurately recorded.
  • Other reasons they’ve experienced.

Then they could take a look at what makes meetings work well. These include factors such as:

  • Meeting is well designed:
    • Has a purpose statement with agreed upon meeting subject and desired results
    • Has an agenda that clearly specifies topics for discussion, timing, participant expectations, etc.
    • Provides participants with needed background information.
    • Determines needed pre-work by participants.
    • Uses effective group discussion processes such as brainstorming, problem solving, decision making, etc
    • Determines needed meeting logistics
  • Meeting starts and ends on time
  • Meeting Leader is prepared
  • The critical people are in attendance
  • Participants understand their roles and participate appropriately
  • The meeting’s discussion focuses on the topics at hand
  • Pertinent discussion and results are captured and used going forward as needed.


Next Steps

Once they’ve had the chance to analyze why they’re meetings aren’t working and deciding that they need to learn how to hold more effective ones (and stop wasting everyone’s time!) they can start learning the basic skills needed to design and hold effective meetings.  This is where KAW Consulting’s  electronic handbook, “Meetings That Work” can really help.  Written in a clear, easy to use format it covers:

  • What makes meetings succeed, and why many fail
  • The crucial roles that need to be filled in each meeting
  • The 8 Steps for designing Effective Meetings
  • Tips for Running an Effective Meeting
  • How to deal with potential problems you may encounter such as:
    • Stares and Silence
    • Negative Remarks
    • Separate Agendas
    • One person trying to dominate the discussion
  • How to use effective group discussion processes to:
    • Generate Ideas by Brainstorming
    • Solve Problems
    • Make Better Decisions
    • Plan Tasks
    • Set Goals

It’s designed to be used both by individuals and also groups, so John and his colleagues can all learn the skills they need to stop holding those ineffective meetings and actually get something done.

Available in both Kindle and PDF

To meet the demands of our global users, “Meetings That Work is now available in both Kindle and PDF versions.  U.S. purchasers can purchase both.  International users eligible to purchase from Amazon can purchase the Kindle Version.  Both versions allow you to have it accessible each time you need to design a meeting.

For information on the Kindle version either click the applicable link below, or visit your applicable Amazon website and input “Meetings That Work” in the search criteria.

Amazon U.S. click here.

Amazon.co.uk click here.

Amazon.de click here

Amazon.fr click here

Amazon.es click here

Amazon.it click here

Amazon.co.jp click here

Amazon.com.br click here

Amazon.ca click here

Amazon.in click here

Amazon.au click here

PDF Version

For U.S. users, the PDF version allows you to store “Meetings That Work” on your computer.  It includes hyperlinks so you can jump right to the page or section you need without having to spend time scrolling through unneeded pages.  You can purchase single copies or share with additional users by purchasing additional licenses.  This makes it easy for organizations to increase the productivity of their staffs.

You can buy single copies for the low price of $21.95.  Sharing with additional users is also easy–just purchase additional licenses at $19.95 per user.

To view a sample and instructions on how to purchase online click here.

The 8 Steps of Effective Meeting Design

People spend a lot of time at work in meetings. And according to surveys, 70% of employees feel that the meetings they attend aren’t productive—in short a waste of time. Learn how to design and run meeting that don’t waste everyone’s time.

People spend a lot of time at work in meetings. And according to surveys, 70% of employees feel that the meetings they attend aren’t productive—in short a waste of time.

If you’re one of the majority that feels this way, this comes as no surprise. You know the feelings of frustration all too well. As well as the financial cost. If 4 people each earning $40,000 a year attend a 2 hour meeting that goes nowhere, that’s a cost of $152 of wasted time just for that meeting. Not to mention the incidental costs such as travel. Take those costs and multiply by the number of meetings you feel are a waste of time over a year and you are getting some real money. In this day and age when organizations are facing enormous budget constraints, and are looking hard at all their cost elements, improving meeting quality jumps out as a “no brainer”.

Yet there is often little analysis of why meetings fail, or what needs to happen so they succeed. Here are some of the common reasons things go wrong that you can measure against your own experience.

  • Meeting leader is unprepared and tries to “wing it”
  • There’s no formal agenda
  • Everyone disagrees on the meeting’s subject
  • The expected desired results are not defined
  • People critical to meeting’s success:
    • Don’t Show Up
    • Weren’t Invited
    • Come late or leave early
  • Participants don’t understand their roles
  • Unfocussed discussion
  • Results are not accurately recorded.
  • Other reasons that you’ve experienced

On the other hand, meetings that work usually contain the following elements.

  • Meeting is well designed:
    • Has a purpose statement with agreed upon meeting subject and desired results
    • Has an agenda that clearly specifies topics for discussion, timing, participant expectations, etc.
    • Provides participants with needed background information.
    • Determines needed pre-work by participants.
    • Uses effective group discussion processes such as brainstorming, problem solving, decision making, etc
    • Determines needed meeting logistics
  • Meeting starts and ends on time
  •  Meeting Leader is prepared
  • The critical people are in attendance
  • Participants understand their roles and participate appropriately
  • The meeting’s discussion focuses on the topics at hand
  • Pertinent discussion and results are captured and used going forward as needed.

8 Critical Steps to Designing an Effective Meeting

To help make sure that your meeting has the ingredients to succeed, follow these 8 key steps when designing it.

  • Agree on the Meeting’s Subject
  • Visualize the Desired Results
  • Choose the Right Discussion Process 
  • Invite the Right Participants
  • Develop a Meeting Purpose, Agenda and Ground Rules
  • Determine Pre-Work and Background Knowledge Needs
  • Determine Needed Meeting Logistics
  • Think of What Could Go Wrong
Where to Go From Here
 Because holding better meetings is so important, KAW Consulting developed “Meetings That Work”, an electronic handbook that shows you step by step how to design and run effective meetings. Written in a clear, easy to use format you’ll learn:
  • What makes meetings succeed, and why many fail
  • The crucial roles that need to be filled in each meeting
  • The 8 Steps for designing Effective Meetings
  • Tips for Running an Effective Meeting
  • How to deal with potential problems you may encounter such as:
    • Stares and Silence
    • Negative Remarks
    • Separate Agendas
    • One person trying to dominate the discussion
  • How to use effective group discussion processes to:
    • Generate Ideas by Brainstorming
    • Solve Problems
    • Make Better Decisions
    • Plan Tasks
    • Set Goals

Available in both Kindle and PDF

To meet the demands of our global users, “Meetings That Work is now available in both Kindle and PDF versions.  U.S. purchasers can purchase both.  International users eligible to purchase from Amazon can purchase the Kindle Version.  Both versions allow you to have it accessible each time you need to design a meeting.

For information on the Kindle version either click the applicable link below, or visit your applicable Amazon website and input “Meetings That Work” in the search criteria.

Amazon U.S. click here.

Amazon.co.uk click here.

Amazon.de click here

Amazon.fr click here

Amazon.es click here

Amazon.it click here

 Amazon.co.jp click here

 Amazon.com.br click here

Amazon.ca click here

Amazon.in click here

Amazon.com.au click here

PDF Version

For U.S. users, the PDF version allows you to store “Meetings That Work” on your computer.  It includes hyperlinks so you can jump right to the page or section you need without having to spend time scrolling through unneeded pages.  You can purchase single copies or share with additional users by purchasing additional licenses.  This makes it easy for organizations to increase the productivity of their staffs.

You can buy single copies for the low price of $21.95.  Sharing with additional users is also easy–just purchase additional licenses at $19.95 per user.

To view a sample and instructions on how to purchase online click here.

Keys to Effective Time Management for Managers and Supervisors – Part 2

One of the biggest challenges Supervisors and Managers face is managing their time. Part 2 of a series on how to manage your time effectively as a Manager, Supervisor, Project Manager or other key Professional.

Note: To view a sample Kindle Version Click Here. U.S. purchasers can buy directly.  To view instructions on how to purchase international versions click here.

U.S. Purchasers who want to buy a PDF version should click here.  (See below for information of PDF versions.)

As mentioned in Keys to Effective Time Management for Managers and Supervisors –  Part 1  effective Time Management is the process of deciding what to do and when.  Doing so usually consists of 3 main phases which are:

  • Phase 1:

– Identifying what you want/need to accomplish based on the roles and expectations of your position, and your own personal goals.

– Identifying and prioritizing the major tasks and needed time commitments to accomplish these goals.

  • Phase 2:

– Analyzing how you’re currently spending your time versus the needs you identified above.

  • Phase 3:

–  Developing a schedule that better allows you to focus your daily efforts on accomplishing your goals.

In this entry, we’ll look at some of the things you need to do in Phase 1.

IDENTIFYING WHAT YOU WANT TO ACCOMPLISH

Step 1: Responsibilities and expectations

The first step in managing your time effectively is to get a good handle on the major responsibilities of your position, and the expectations of each. This will help you understand what you should be focusing on and the proper priority to place on each of your major roles. To do so, ask the following questions.

  • What are my major responsibilities?
  • What are the expected results of each?

Examples of some of responsibilities for typical Managers and Supervisors include items such as:

  • Designing work schedules and assigning work to staff.
  • Checking on the status of the work.
  • Answering questions and providing guidance on how to get the work done.
  • Keeping your Management informed on work status and key issues.
  • Training staff
  • Developing procedures
  • Handling new projects
  • Etc.

Each of these responsibilities has expectations from your Management on what constitutes a successful result.  Looking at the first several responsibilities, for example, some of the expected results might include items like:

  • The work schedule makes sure the work can be accomplished in time to meet deadlines.
  • Work is assigned to staff members with the capability to do it.
  • Work is spread out amongst the staff so no one is unnecessarily overburdened.
  • You’re providing the  proper amount of oversight and guidance to your staff.
  • You know the status of the work and whether it’s on track or not, and can answer Management’s questions about it.

Step 2: Personal goals

Besides what’s currently expected, you may have your own goals you’d like to achieve in your position.  Examples include:

  • Making improvements to current processes
  • Providing additional services
  • Taking on additional responsibilities
  • Developing or enhancing skills you’ll need for your next position.
  • Etc.

As with your major work responsibilities, you have expectations/objectives for each of these goals.   Examples might include objectives such as:

  • I want to make a least one very visible improvement in my group’s operations.
  • I want to learn how to delegate much more effectively so my staff can do a lot more of the work that I’m doing now.

  • I want to demonstrate that I can lead a special project.

Step 3: Identify How You  Should Be Spending Your Time

After identifying what you’re expected to achieve, and what you want to achieve as a result of your own personal goals, you need to:

  • Identify the major steps and amount of your time needed to achieve each result
  • Prioritize the steps in terms of their importance (like working on improvements to the group’s operational processes)  and immediacy (projects with strict deadlines, or important requests from your boss).  

  • Develop a picture of how you should ideally be spending your time on a weekly and/or monthly basis. A good way to do this is to  develop a  3 column table that lists the activities required to accomplish your responsibilities and personal goals (column 1), the actions required (column 2), and the desired time you want to spend on each (column 3).

How Do I Get Started Learning How to To Manage My Time Effectively?

Because being able to manage your time is such an important skill, KAW Consulting developed “TIME MANAGEMENT FOR MANAGERS AND SUPERVISORS”, an electronic handbook that will help you learn these vital skills.

You’ll learn how to:

  • Analyze your job and identify what you should focus your time on to achieve what’s expected and your own personal goals.

  • Develop an ideal picture of how to allocate your time between your various activities.
  • Analyze how you are currently spending your time and identify the gaps from your ideal picture.

  • Develop weekly and daily schedules so you focus your time on the activities needed to achieve your goals.

  • Deal with time management challenges such as unexpected interruptions, non critical phone calls, high volumes of e-mail, and unproductive meetings.

Unlike most books on time management that are too complicated and hard to understand,  “TIME MANAGEMENT FOR MANAGERS AND SUPERVISORS” is exactly the opposite. It’s written in easy to understand language that walks you step by step through the process of managing your time more effectively. We’ve even included sample forms you can use to identify how you want to spend your time, track how you’re currently spending it versus how you’d like to, and develop the weekly and daily plans to get what you want done.

Available in both Kindle and PDF

To meet the demands of our global users, TIME MANAGEMENT FOR MANAGERS AND SUPERVISORS is now available in both Kindle and PDF versions.  U.S. purchasers can purchase both. International users eligible to purchase from Amazon can purchase the Kindle Version.  Both versions allow you to have it accessible each time you need it.

KINDLE Version

For information on the Kindle version either click here, or visit your applicable Amazon website and input “TIME MANAGEMENT FOR MANAGERS AND SUPERVISORS” in the search criteria.

PDF Version

For U.S. users, the PDF version allows you to store “TIME MANAGEMENT FOR MANAGERS AND SUPERVISORS“ on your computer so you have it readily accessible. It includes hyperlinks so you can jump right to the page or section you need without having to spend time scrolling through unneeded pages. If you want hard copy you can print what you need.

You can buy single copies for the low price of $15.95.

Sharing with additional users is also easy–just purchase additional licenses at $14.95 per user.

To see how organizations can benefit from this approach to get “TIME MANAGEMENT FOR MANAGERS AND SUPERVISORS” out to multiple users, click here

To view a Sample PDF Version, and instructions on how to purchase online click here.

Note: PDF version available to U.S. customers only at this time.

Keys to Effective Time Management for Managers and Supervisors – Part 1

One of the biggest challenges Supervisors and Managers face is managing their time. Because of the very nature of their job, Supervisors and Managers are often bombarded with competing demands on their time from staff, internal/external customers and management. Start learning how to manage your time effectively as a Manager, Supervisor, Project Manager or other key Professional.

Note: To view a sample Kindle Version Click Here. U.S. purchasers can buy directly.  To view instructions on how to purchase international versions click here.

U.S. Purchasers who want to buy a PDF version should click here.

One of the biggest challenges Supervisors and Managers face is managing their time.  Because of the very nature of their job, Supervisors and Managers are often bombarded with competing demands on their time from staff, internal/external customers and management.  Unmanaged, these demands can prove to be overwhelming. Yet, the ability to identify and focus their attention on the most important tasks is often the difference between a successful or unsuccessful Manager or Supervisor.  Consequently, as a Supervisor or Manager, the ability to successfully manage your time is one of the most important skill sets you need to develop.

So, What Is Effective Time Management?

Effective Time Management is the process of deciding what to do and when.

It consists of 3 main phases, each of which are critical to effectively managing your time.

These are:

  • Phase 1:

– Identifying what you want/need to accomplish based on the roles and expectations of your position, and your own personal goals.

– Identifying and prioritizing the major tasks and needed time commitments to accomplish these goals.

  • Phase 2:

– Analyzing how you’re currently spending your time versus the needs you identified above.

  • Phase 3:

–  Developing a schedule that better allows you to focus your daily efforts on accomplishing your goals.

Signs of Good Time Management

Supervisors and Managers that effectively manage their time usually share some common traits. They have:

  • A clear handle on what they want to accomplish and when.

  • A clear understanding of the needed steps and time requirements to accomplish the tasks needed to meet these goals.

  • A daily routine that permits them to spend the needed time on each area.

  • A time management plan that also reflects the needs of other key people that they interact with such as their boss, clients, staff and colleagues they need to collaborate with on projects and issues.

  • The ability to deal with common time wasters and barriers to getting things done.

Symptoms of Poor Time Management

On the other hand, find a Supervisor or Manager struggling to manage their time and you will often find common symptoms.  Among these are:

  • A Lack of a clear understanding of what they should be focusing their time on.

     

  • Underestimating how long things take, so schedules are unrealistic.

  • Failure to prioritize between activities.

  • Belief that time management tools and methods are too complex and cumbersome.

     

  • If using a time management strategy, using one that ignores the needs of key people they deal with.

  • Inability to successfully deal with time wasters and barriers to getting things done.

How Do I Get Started Learning How to To Manage My Time Effectively?

Because being able to manage your time is such an important skill, KAW Consulting developed “TIME MANAGEMENT FOR MANAGERS AND SUPERVISORS”, an electronic handbook that will help you learn these vital skills.

You’ll learn how to:

        • Analyze your job and identify what you should focus your time on to achieve what’s expected and your own personal goals.

        • Develop an ideal picture of how to allocate your time between your various activities.

        • Analyze how you are currently spending your time and identify the gaps from your ideal picture.

        • Develop weekly and daily schedules so you focus your time on the activities needed to achieve your goals.

        • Deal with time management challenges such as unexpected interruptions, non critical phone calls, high volumes of e-mail, and unproductive meetings.

Unlike most books on time management that are too complicated and hard to understand,  “TIME MANAGEMENT FOR MANAGERS AND SUPERVISORS” is exactly the opposite. It’s written in easy to understand language that walks you step by step through the process of managing your time more effectively. We’ve even included sample forms you can use to identify how you want to spend your time, track how you’re currently spending it versus how you’d like to, and develop the weekly and daily plans to get what you want done.

Available in both Kindle and PDF

To meet the demands of our global users, TIME MANAGEMENT FOR MANAGERS AND SUPERVISORS is now available in both Kindle and PDF versions.  U.S. purchasers can purchase both. International users eligible to purchase from Amazon can purchase the Kindle Version.  Both versions allow you to have it accessible each time you need it.

KINDLE Version

For information on the Kindle version either click here, or visit your applicable Amazon website and input “TIME MANAGEMENT FOR MANAGERS AND SUPERVISORS” in the search criteria.

PDF Version

For U.S. users, the PDF version allows you to store “TIME MANAGEMENT FOR MANAGERS AND SUPERVISORS“ on your computer so you have it readily accessible. It includes hyperlinks so you can jump right to the page or section you need without having to spend time scrolling through unneeded pages. If you want hard copy you can print what you need.

You can buy single copies for the low price of $15.95.

Sharing with additional users is also easy–just purchase additional licenses at $14.95 per user.

To view a sample and instructions on how to purchase online click here.

Note: Available to U.S. customers only at this time.

Keys to Delegating Work So It Gets Done – Part 3: Finding the Right Person to Do the Work

Successful delegation is one of the most critical skill sets a Supervisor or Manager needs to develop. Being able to delegate successfully helps you tap into the potential of your staff. Learn how to find the right people to delegate to, and identify what they need to do the task successfully.

In my previous 2 posts: Keys to Delegation Part 1  and Part 2,  I discussed some of the first steps on how to delegate effectively.  These were:

  • The basic process for delegating successfully.
  • How to identify tasks that make good candidates to delegate.

In this post, I’ll discuss 2 other vital things to consider when planning your delegation– finding the right person to do the task, and making sure they have what they need to accomplish it.

Finding the Right Person 

To identify good candidates, consider the following questions:

  • What expertise is needed to do the task.
  • Who has it?
  • Who with that expertise is available?
  • Is that person willing to help?

Determining What They Need

Once you’ve identified a good candidate, you also need to consider what they need to do the task.  These can include things like:

  • Information
  • Equipment
  • Access to or cooperation from other people.
  • The necessary time.
  • The necessary authority

Example: The Monthly Budget Report

Assume for a minute that you have responsibility for generating the monthly budget report.  It’s a real headache and involves gathering information, putting it in a spreadsheet, analyzing variances and summarizing the information.

To date, you’ve done the whole thing yourself, including sending it out.  In Part 2 you realized that it was actually a very good candidate for delegating many of the tasks involved in it to several of your staff members.  By going through the questions above you determined that:

  • One of your staff members could gather some of the information if you taught him how.
  •  Another person who knew spreadsheets and reports could enter the information and generate the report.
  • Your Admin Assistant is very happy to handle the distribution for you.

This allows you to concentrate your efforts on the real part of the process that takes your expertise–summarizing the information and explaining the variances.

So, by doing some analysis it turns out that you can delegate some of the tasks for this responsibility that have taken up a good chunk of your time.  And since you’ve learned how to start delegating work that you’ve traditionally done yourself to your staff, you’ll probably be more prone to  start looking at your other responsibilities for tasks to delegate as well.

So, How Do You Learn How to Delegate?

To start learning how to delegate effectively,  see KAWConsulting’s  “Delegating for Results”electronic handbook that takes you step by step through the delegation process.

Available in both Kindle and PDF

To meet the demands of our global users, “Delegating For Results is now available in both Kindle and PDF versions.  U.S. purchasers can purchase both.  International users eligible to purchase from Amazon can purchase the Kindle Version.  Both versions allow you to have it accessible each time you need to delegate a task.

KINDLE Version

For information on the Kindle version either click here, or visit your applicable Amazon website and input “Delegating For Results” in the search criteria.

PDF Version

For U.S. users, the PDF version allows you to store “Delegating For Results” on your computer so you have it accessible each time you need to delegate a task.  It includes hyperlinks so you can jump right to the page or section you need without having to spend time scrolling through unneeded pages.  You can purchase single copies or share with additional users by purchasing additional licenses.  This makes it easy for organizations to increase the productivity of their staffs.

You can buy single copies for the low price of $15.95.

 Sharing with additional users is also easy–just purchase additional licenses at $14.95 per user.

To view a sample and instructions on how to purchase online click here

Note:  The PDF Version is available to U.S. purchasers only.

 

Keys to Delegating Work So It Gets Done – Part 2: How to Identify What to Delegate

Successful delegation is one of the most critical skill sets a Supervisor or Manager needs to develop. Being able to delegate successfully helps you tap into the potential of your staff. Learn how to identify types of tasks that make excellent candidates to delegate.

[tweetmeme source=”KAWConsulting” <a href=”http://www.bit.ly/http://http://http://wp.me/pGCfB-bZ://http://http://wp.me/pGCfB-bZ%5D

As mentioned in Keys to Delegating Work So It Gets Done – Part 1, one of the first skills you need to master to delegate work successfully is to learn how to identify tasks that make good candidates to delegate.

While many people who resist the idea of delegating  respond immediately that they have nothing that can be delegated, it often turns out not to be the case.  The problem is that often they haven’t done the analysis needed to identify tasks that might make good candidates.

Some of the common types of tasks that make excellent candidates to delegate include:

  • Routine and minor decisions
  • Information Gathering
  • Technical tasks
  • Operating tasks
  • Report generation
  • Tasks you dislike doing that somebody else could do as well as you
  • Tasks that can help your staff increase their capabilities and skills
  • Other categories that you can think of

To start analyzing your tasks in this manner, make a list of your major responsibilities and tasks you perform under each responsibility.  Then go through the list of candidate tasks above, and identify which ones you use to fulfill that responsibility and how. Once you’ve done that, ask yourself, “Do I have to do all of that myself, or is there something that someone else can help with?”  The things that someone else can help with become the candidates to delegate.

Example: The Monthly Budget Report

Assume for a minute that you have responsibility for generating the monthly budget report.  It’s a real headache and involves gathering information, putting it in a spreadsheet, analyzing variances and summarizing the information.  You do the whole thing yourself, including sending it out.

When you went through the type of analysis discussed above, you found that there were indeed things that someone else could do if you let them.  One of your staff members could gather some of the information if you taught him how.  Another person who knew spreadsheets and reports could enter the information and generate the report.  It turns out your Admin Assistant is very happy to handle the distribution for you.  You can concentrate your efforts on the real part of the process that takes your expertise–summarizing the information and explaining the variances.

So, by doing some analysis it turns out that you can delegate some of tasks for this responsibility that have taken up a good chunk of your time.  And once you succeed at delegating these tasks, you can start looking at your other responsibilities for tasks to delegate as well.

So How Do I Learn These Skills?

To start learning how to delegate effectively,  see KAWConsulting’s  “Delegating for Results”electronic handbook that takes you step by step through the delegation process.

Available in both Kindle and PDF

To meet the demands of our global users, “Delegating For Results is now available in both Kindle and PDF versions.  U.S. purchasers can purchase both.  International users eligible to purchase from Amazon can purchase the Kindle Version.  Both versions allow you to have it accessible each time you need to delegate a task.

KINDLE Version

For information on the Kindle version either click here, or visit your applicable Amazon website and input “Delegating For Results” in the search criteria.

PDF Version

For U.S. users, the PDF version allows you to store “Delegating For Results” on your computer so you have it accessible each time you need to delegate a task.  It includes hyperlinks so you can jump right to the page or section you need without having to spend time scrolling through unneeded pages.  You can purchase single copies or share with additional users by purchasing additional licenses.  This makes it easy for organizations to increase the productivity of their staffs.

You can buy single copies for the low price of $15.95.

 Sharing with additional users is also easy–just purchase additional licenses at $14.95 per user.

To view a sample and instructions on how to purchase online click here

Note:  The PDF Version is available to U.S. purchasers only.

Keys to Delegating Work so it Gets Done – Part 1

Successful delegation is one of the most critical skill sets a Supervisor or Manager needs to develop. Being able to delegate successfully helps you tap into the potential of your staff. Learn why more managers don’t delegate and tips on how to overcome obstacles.

[tweetmeme source=”KAWConsulting” <a href=”http://www.bit.ly/http://http://wp.me/pGCfB-bv://http://wp.me/pGCfB-bv%5D

Successful delegation is one of the most critical skill sets a Supervisor or Manager needs to develop. Being able to delegate successfully helps you tap into the potential of your staff.  It helps you accomplish much more than you could working alone, and allows you to devote your time and efforts to your most critical tasks, or things you do best.  Put simply, being able to delegate successfully is one of the keys to a successful career in Supervision or Management.

 Yet, many Managers and Supervisors resist delegating.  Common reasons include:

  • Fear of loss of control.
  • Don’t feel that their staff has the ability to do the work.
  • Tried to delegate before but it didn’t work
  • Staff resists the idea of taking on more work

Too often, these obstacles become virtual all or nothing propositions, and Supervisors and Managers  either hardly delegate at all, or delegate at a very minimal level.

The good news, however, is that there are ways to deal with these barriers,  and start delegating.  For example you can:

  • Delegate at a level you’re comfortable with.
  • Delegate a small portion of a task initially, and use that as a way of building your delegating skills.
  • Use specific strategies for overcoming staff reluctance.

So How Do I Get Started?

To become a more effective delegator  you’ll  need to master some basic skills.  You need to learn how to:

  • Identify what tasks to delegate.
  • Identify the right people to delegate to.
  • Identify the level of delegation that you’re comfortable with
  • Determine what the person doing the task needs to be able to deliver the results
  • Hold effective delegation meetings with the person you’re delegating the task to.
  • Conduct the needed follow-up to stay on top of the person’s progress.

So How Do I Learn These Skills?

To start learning how to delegate effectively,  see KAWConsulting’s  “Delegating for Results”electronic handbook that takes you step by step through the delegation process.

Available in both Kindle and PDF

To meet the demands of our global users, “Delegating For Results is now available in both Kindle and PDF versions.  U.S. purchasers can purchase both.  International users eligible to purchase from Amazon can purchase the Kindle Version.  Both versions allow you to have it accessible each time you need to delegate a task.

KINDLE Version

For information on the Kindle version either click here, or visit your applicable Amazon website and input “Delegating For Results” in the search criteria.

PDF Version

For U.S. users, the PDF version allows you to store “Delegating For Results” on your computer so you have it accessible each time you need to delegate a task.  It includes hyperlinks so you can jump right to the page or section you need without having to spend time scrolling through unneeded pages.  You can purchase single copies or share with additional users by purchasing additional licenses.  This makes it easy for organizations to increase the productivity of their staffs.

You can buy single copies for the low price of $15.95.

 Sharing with additional users is also easy–just purchase additional licenses at $14.95 per user.

To view a sample and instructions on how to purchase online click here

Note:  The PDF Version is available to U.S. purchasers only.