Thank Your Customers or Clients by Giving Them The Gift of Productivity.

Learn how to use the “Manager’s Toolkit” as a great thank you gift for your special clients and customers.

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Looking for a great way to both say thank you and make a great impression on your special clients and customers?  Give them a gift that they can use to become more effective in their own jobs.

One easy way to do this, is to give them a special book on a topic they’ve expressed interest in during your various conversations.  As part of developing the close relationship that has led to you doing business together, you’ve most likely shared some of the challenges they confront in their jobs.  Consequently, if you run across something that would be helpful in meeting these challenges, it’s great to be able to share it with them.  If your customer is in Management, for example, they probably face many of the same challenges that Managers face in just about any business, so anything that you can provide to help them meet these challenges would probably be seen as very helpful, and a sign that you understand and appreciate their needs. Consequently, if you’ve found a book that you found very helpful, it would be great to give them a copy of it as well.

While this may not seem to be a big deal, it can provide tremendous benefits.  As part of our consulting activities over the years, we received some tremendous books from our clients that not only broadened our horizons about new topics such as marketing, sales and human resources, but also became important resources used in future major projects.

Realizing this, one of the uses we envisioned for our “Manager’s Toolkit” series, was a set of resources that could help people meet the basic challenges that almost everybody faces as part of their day-to-day business activity.  Available from Amazon, they can be easily shared between colleagues, and make great ways to say thanks, and perhaps promote future great discussions on how they helped.

Giving them as gift is extremely easy.  All you have to do is go to Amazon, find the  book you want in the Kindle Store and send it as a gift.  You’ll just need the person’s e-mail.  You can even specify a delivery date and enclose a personal note.

 

ABOUT THE “MANAGER’S TOOLKIT”

In today’s challenging economy, organizations need to find ways to substantially boost their Managers’ and Supervisors’ productivity.  Fortunately, there is an amazingly simple way of doing so with the “Manager’s Toolkit”electronic handbooks  developed by KAW Consulting.  Available globally for Kindle via Amazon these handbooks help Managers and Supervisors deal with their most challenging tasks.  Developed for today’s mobile environment, Managers and Supervisors can store them either on their Kindle or Kindle app on their iPad, iPhone, Android, Windows Phone, or other appropriate tablet or computer, and have them readily accessible whenever they confront one of these challenges.

The 5 common challenges facing Managers and Supervisors  

Regardless of their function (accounting, operations, sales, production, etc.) Managers and Supervisors face 5 common day-to-day challenges that greatly impact their productivity. These are:

  • Designing and running meetings
  • Delegating work
  • Leading or participating on project teams
  • Coaching employees
  • Managing their own time

Talk with  any Manager or Supervisor and you’re probably going to hear either how they’ve either mastered the skills to deal successfully with these challenges, or the headaches they’re experiencing because of them.

The problem to date, is that each Manager or Supervisor usually has to develop their own solution.  If they’ve been to training, they may have the handouts to refer to (if they can find them).  Or, they may have developed their own reference library of  books dealing with these issues.

So, each time they face a challenge, they have to dig through what they’ve got stashed, which is both time-consuming and cumbersome.  And what do they do if they’re in one place and the books/materials in another?

Worse yet, everyone’s got their own solution and it’s not easily sharable.

What’s needed is an effective set of tools that all of your Managers and Supervisors can easily reference  each time they need help dealing with one of the 5 challenges.  Sometimes they need step-by-step guidance on how to deal with it.  Other times they just need a quick refresher to make sure they don’t leave anything out.

What’s the Solution?

To help Managers and Supervisors have the needed tools and guidance in one convenient place,  KAW Consulting developed the “Manager’s Toolkit“,  a set of electronic handbooks  that guide Managers and Supervisors step-by-step on how to develop and use the skills needed to deal with the 5 key challenge areas.  These are:

  • “Meetings That Work””
  • “Delegating For Results”
  • “Project Management for Managers and Supervisors”
  • “Coaching Skills for Managers and Supervisors”
  • “Time Management for Managers and Supervisors”

Unlike most books on the 5 key skill areas, that are too complicated and hard to understand, the “Manager’s Toolkit”  electronic handbooks are exactly the opposite. They’re written in easy to understand language that walk the Manager or Supervisor step by step through the processes needed to apply each of the 5 key skills.   Many even include sample forms and checklists.

Like any great handbook, the electronic handbooks in the “Manager’s Toolkit” are something meant to be used over and over again.  And unlike paper handbooks, that get lost easily, because they’re stored on the Manager’s or Supervisors mobile device or computer, they’re accessible each time a Manager/Supervisor needs to design a meeting, delegate a task, manage a project, coach an employee or plan how best to manage their own time. Just call up a handbook and it’s ready to use.  To save time, and allow the book to function as an e-tool, they can use bookmarks or the hyperlinked Table of Contents to jump right to the page or section they need without having to spend time scrolling through unneeded pages.

HOW DO I FIND OUT MORE INFORMATION?

Links providing information about each of the handbooks including direct links to appropriate global Amazon sites are shown below:

“Meetings That Work” Click Here.

“Delegating For Results” Click Here.

“Coaching Skills for Managers and Supervisors” Click Here.

“Project Management for Managers and Supervisors”Click Here.

“Time Management for Managers and Supervisors” Click Here.

 

 

The Mobile Manager: Boost All Your Managers’ Productivity by Putting the “Manager’s Toolkit” on Their Mobile Device or Computer.

Mobility is the Future: Learn how Managers’ and Supervisors’ can get a great Boost in thier productivity by using the “Manager’s Toolkit” on their mobile devices and computers. using a very low cost method to put the “Manager’s Toolkit” on their workstations, laptops and tablets.

 

In today’s challenging economy, organizations need to find ways to substantially boost their Managers’ and Supervisors’ productivity.  Fortunately, there is an amazingly simple way of doing so with the “Manager’s Toolkit”electronic handbooks  developed by KAW Consulting.  Available globally for Kindle via Amazon these handbooks help Managers and Supervisors deal with their most challenging tasks.  Developed for today’s mobile environment, Managers and Supervisors can store them either on their Kindle or Kindle app on their iPad, iPhone, Android, Windows Phone, or other appropriate tablet or computer, and have them readily accessible whenever they confront one of these challenges.

The 5 common challenges facing Managers and Supervisors  

Regardless of their function (accounting, operations, sales, production, etc.) Managers and Supervisors face 5 common day-to-day challenges that greatly impact their productivity. These are:

  • Designing and running meetings
  • Delegating work
  • Leading or participating on project teams
  • Coaching employees
  • Managing their own time

Talk with  any Manager or Supervisor and you’re probably going to hear either how they’ve either mastered the skills to deal successfully with these challenges, or the headaches they’re experiencing because of them.

The problem to date, is that each Manager or Supervisor usually has to develop their own solution.  If they’ve been to training, they may have the handouts to refer to (if they can find them).  Or, they may have developed their own reference library of  books dealing with these issues.

So, each time they face a challenge, they have to dig through what they’ve got stashed, which is both time-consuming and cumbersome.  And what do they do if they’re in one place and the books/materials in another?

Worse yet, everyone’s got their own solution and it’s not easily sharable.

What’s needed is an effective set of tools that all of your Managers and Supervisors can easily reference  each time they need help dealing with one of the 5 challenges.  Sometimes they need step-by-step guidance on how to deal with it.  Other times they just need a quick refresher to make sure they don’t leave anything out.

What’s the Solution?

To help Managers and Supervisors have the needed tools and guidance in one convenient place,  KAW Consulting developed the “Manager’s Toolkit“,  a set of electronic handbooks  that guide Managers and Supervisors step-by-step on how to develop and use the skills needed to deal with the 5 key challenge areas.  These are:

  • “Meetings That Work””
  • “Delegating For Results”
  • “Project Management for Managers and Supervisors”
  • “Coaching Skills for Managers and Supervisors”
  • “Time Management for Managers and Supervisors”

Unlike most books on the 5 key skill areas, that are too complicated and hard to understand, the “Manager’s Toolkit”  electronic handbooks are exactly the opposite. They’re written in easy to understand language that walk the Manager or Supervisor step by step through the processes needed to apply each of the 5 key skills.   Many even include sample forms and checklists.

Like any great handbook, the electronic handbooks in the “Manager’s Toolkit” are something meant to be used over and over again.  And unlike paper handbooks, that get lost easily, because they’re stored on the Manager’s or Supervisors mobile device or computer, they’re accessible each time a Manager/Supervisor needs to design a meeting, delegate a task, manage a project, coach an employee or plan how best to manage their own time. Just call up a handbook and it’s ready to use.  To save time, and allow the book to function as an e-tool, they can use bookmarks or the hyperlinked Table of Contents to jump right to the page or section they need without having to spend time scrolling through unneeded pages.

How Do I Get These Tools Out to the Organization?

Making the electronic handbooks available to your Managers and Supervisors is extremely easy.  Just let your Managers and Supervisors know of their availability on Kindle, and have them purchase the books they need directly from there. Links providing information about each of the handbooks including direct links to apprporiate global Amazon sites are shown below:

“Meetings That Work” Click Here.

“Delegating For Results” Click Here.

“Coaching Skills for Managers and Supervisors” Click Here.

“Project Management for Managers and Supervisors”Click Here.

“Time Management for Managers and Supervisors” Click Here.

 

 

 

 

 

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.

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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.

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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.

“The Manager’s Toolkit”: Examples of How to Use on a Day-to-Day Basis

Examples of how Managers and Supervisors can benefit on a day-to-day basis by using the handbooks in KAW Consulting’s ” Manager’s Toolkit”.

 

To meet the demands of both our U.S. and Global Users, titles in the “Manager’s Toolkit“ are now on Kindle.

Titles include: “Meetings That Work ,”Delegating for Results“, “Coaching Skills for Managers and Supervisors“,  “Time Management for Managers and Supervisors“, “Project Management for Managers and Supervisors“, and “The Leadership Framework”.

Both U.S. and International users can purchase them from Amazon.

DESIGNED FOR MOBILITY

Because they’re on Kindle, you can use the Kindle App to store these handbooks either on your Kindle or Kindle App on your iPad, iPhone, Android, Windows Phone or other appropriate tablet, PC or laptop and have them readily accessible whenever you need one. You can use them when you’re in the office, at home, on the road, or in meetings.

This allows you to have them accessible each time you need to design a meeting, delegate a task, coach an employee, determine what you need to do to provide effective leadership in a given situation, or decide how best to manage your time.

For information on these Kindle versions either click the applicable link below, or visit your applicable Amazon website and input “Meetings That Work”, “Delegating For Results”, “Coaching Skills for Managers and Supervisors”,  “Time Management for Managers and Supervisors”, “Project management for Managers and Supervisors”, or “The Leadership Framework” in the search criteria.

For “Meetings That Work” click here

For “Delegating For Results” click here

For “Coaching Skills for Managers and Supervisors” click here

For “Time Management for Managers and Supervisors” click here.

For “Project Management for Managers and Supervisors” click here.

For “The Leadership Framework” click here.

 

ABOUT THE “MANAGER’S TOOLKIT”

KAW Consulting’s  ” Manager’s Toolkit” is a collection of electronic handbooks that guide Supervisors and Managers step by step on how to develop and use the skills needed to deal effectively with 6 common challenges they face on a day-to-day basis. The titles in the toolkit correspond to these 6 challenges and include:

  • “Meetings That Work”
  • “Delegating For Results”
  • “Project Management for Managers and Supervisors”
  • “Coaching Skills for Managers and Supervisors”
  • “Time Management for Managers and Supervisors”
  • “The Leadership Framework” How to Provide Effective Day-to-Day Leadership.

Written in a clear, easy to understand format, these handbooks provide guidance on how to apply the basic skills needed to be successful in each of the critical areas.  They can serve as a basic guide when learning new skills, and as an important reference.

EXAMPLES OF HOW TO USE DAY-TO-DAY

To demonstrate why these handbooks can be such a useful tool, following are some examples of how a Manager or Supervisor can use them on a day-to-day basis.

Case 1: Improving Meeting Effectiveness

Tom Edwards, one of your Managers, wants to improve the meetings he holds.  As a Manager, he holds a lot of meetings—whether they’re with other group Managers, special project teams, or his staff.  Because time is precious, he wants these meetings to be as effective as possible.  To make sure he’s planned each meeting effectively, he pulls up “Meetings That Work” and follows the 8 steps for designing an effective meeting.  This helps ensure that he’s identified the meeting’s desired results, formulated an appropriate meeting purpose and agenda, invited the right participants, identified what people need to bring to the meeting or have done in advance, identified the right discussion process to use during the meeting (problem solving, brainstorming, decision making, etc.), and identified what might go wrong and he needs to avoid.

Tom uses this process for all the meetings he runs.  He can run through it quickly for smaller meetings, and use it as a detailed planning guide for longer ones.  By referring to “Meetings That Work” he’s found that his meetings are much more productive.

Case 2: Delegating Work

Sue Smith is one of your Supervisors.  Like many Supervisors, Sue has a very heavy workload.  Consequently, she needs to be able to delegate appropriate tasks to members of her staff.  As with many challenges faced by Supervisors, saying that you need to delegate more is far easier than actually doing it.  Fortunately for Sue, she has “Delegating for Results” .   This allows her to quickly refer to guidance on how to identify:

  • Tasks that are good candidates to delegate.
  • Who she can delegate the task to.
  • The appropriate level of delegation that she’s comfortable with.
  • What the person needs to be able to do the task successfully.
  • Plan and hold an effective delegation meeting with the person she’s delegating to.
  • Plan the right level of follow-up to make sure the task is being done the way she expects.

Because she’s found the process so effective, Sue refers to it every time she delegates a task to make sure she’s included the steps needed to delegate effectively.  Having “Delegating for Results” readily accessible makes it easy to do so.

Case 3: Coaching an Employee

Ed Jones, one of your Managers, needs to coach one of his employees.  He knows the importance of coaching, and the challenges.  To make sure he does it effectively, he pulls up “Coaching Skills for Managers and Supervisors”.  There he gets easy to understand guidance on how to:

  • Establish the groundwork so he can have an effective coaching relationship with the employee he’s coaching.
  • Analyze the employee’s current level of performance against expected levels, and identify areas needing improvement.
  • Identify and develop concrete examples of what he expects in terms of performance.
  • Identify any training the employee needs.
  • Plan and hold an effective coaching discussion to provide the employee with feedback on how they’re doing, and develop plans for making needed improvements.

Because it’s so handy, Ed can refer to “Coaching Skills for Managers and Supervisors” each time he needs to coach an employee, and get the guidance he needs to be effective.

Case 4: Managing a Project

Ellen Thompson, one of your Supervisors, is being asked to take the lead on several special projects.  She needs to be able to effectively use basic project management skills, but doesn’t need to become an expert in detailed project management or project software.  The key is to make sure that the team she’s leading follows the basics.  Fortunately, Ellen has “Project Management for Managers and Supervisors” easily accessible.  She pulls it up and refers to its guidance on how to:

  • Define the project’s scope, objectives, deliverables, critical success factors, resource needs, and collaboration requirements.
  • Break the work down into its major work blocks and tasks.
  • Develop an easy to use project schedule.
  • Monitor the project’s status, and what to do if she finds she’s off course.

Ellen finds that she refers to the handbook often, both to help her plan her next steps, as well as to make sure her plans include all the basic ingredients for a successful project.

Case 5: Managing Their Own Time

John Watkins, one of you Managers, wants to better manage his time.  Like most Managers, John finds that he is constantly stretched thin, often feeling like his time manages him more than he manages it.  Because time is scarce, he wants to learn the basics of time management and start putting them to practice as soon as he can.  To help him start managing his time better, John pulls up “Time Management for Managers and Supervisors.”  There he finds easy to understand guidance on the basics of time management from a Supervisor’s and Manager’s perspective, including advice on how to:

  • Analyze his job and identify what he should focus his time on to achieve what’s expected and his own personal goals.
  • Develop an ideal picture of how to allocate his time between his various activities.
  • Analyze how he’s currently spending his time and identify the gaps from his ideal picture.
  • Develop weekly and daily schedules so he can focus his time on the activities needed to achieve his goals.
  • Deal with time management challenges such as unexpected interruptions, non critical phone calls, high volumes of e-mail, and unproductive meetings.

After going through the steps, John found that he could gain at least 3 to 4 hours per week to devote to activities that he really wanted to spend time on.

Case 6: Providing Effective Leadership

Each of the people above have one thing in common.  They need to lead effectively. And this is no easy task.  While they have all read Leadership books or been to Leadership classes, they find it very difficult to translate the theory they’ve been exposed to, to what actions they need to take to lead effectively.  What they really need is a tool that helps them determine what to do given the situation they face.  And that’s where the “Leadership Framework” helps.

To lead effectively, it’s important that each understands what make leadership efforts succeed and why they fail.  That way they can focus their attention on doing the things necessary to make them succeed, and keep from overlooking some of the common reasons for failure.

Leadership efforts that succeed usually contain 8 key elements.  These are:

  • Being proactive and willing to act.
  • Setting and communicating a clear vision and direction.
  • Establishing and maintaining credibility with the people you’re trying to lead.
  • Getting commitment.
  • Setting the example.
  • Empowering others to do what needs to be done.
  • Confronting and overcoming barriers and obstacles.
  • Managing accomplishment of day-to-day efforts.

The “Leadership Framework” is a tool designed to provide guidance on what to do to be effective in each of these 8 key areas.  It provides sample actions, key questions, and measurement benchmarks (such as “can explain how we are going to meet our goal, etc.) for each area.  Consequently, whenever faced with a situation that requires them to lead effectively, (from helping their Groups deal with major changes, to leading special projects, or just making sure they provide effective day-to day leadership of ongoing operations) each of the Managers and Supervisors above pulls up “The Leadership Framework” and uses it as a guide on what they need to do.

Why These Handbooks Work

As you can see from these examples, the handbooks in the “Manager’s Toolkit” are designed so Supervisors and Managers can refer to them over and over again, and get the amount of guidance they need to be effective.  They provide the amount of guidance that most of us need to make sure we’ve covered all the bases when we confront these challenges, but don’t overwhelm us with excessive detail.

While each handbook is designed to stand alone, they can also work together.  Ellen, who’s running a project, wants to learn the basics of project management, but also needs to be able to design effective meetings.  John who is working on time management, finds he can gain more time if he can delegate more to his staff.  Sue, who is actively delegating, needs to be able to coach her employees on the tasks she’s delegated. All need to lead effectively.

To put these books to work for you, simply click on the links provided at the top of this post, or visit Amazon and input the desired title in the provided search box.

 

Off-The-Shelf, Turnkey Courseware on How to Delegate

Help Supervisors and Managers learn the skills they need to delegate effectively.

Being able to delegate effectively is one of the most critical skills that Supervisors and Managers need to develop.  It helps someone accomplish much more than they could working alone, and allows them to devote their time and efforts to their most critical tasks, or things they do best.  Put simply, being able to delegate effectively is one of the keys to a successful career in Supervision, Management or other key leadership role.

To help Trainers provide their Supervisors and Managers with the training they need to learn these vital skills, KAW Consulting developed, “DELEGATING FOR RESULTS”a 1 Day, pre-written, turnkey, off the shelf course aimed at helping Supervisors and Managers become effective delegators.
Topics include:
  • Why Delegate?
  • Key ingredients for a successful delegation.
  • The delegation process
  • How to identify what tasks to delegate.
  • How to identify what the person you’re delegating to needs to do the task.
  • How to delegate at a level that makes you comfortable.
  • How to keep track of what you’ve delegated.
  • Avoiding common traps and pitfalls.
  • How to get started.
  • Personal action plan.

What’s Included?

“DELEGATING FOR RESULTS” provides you with everything you need to conduct an effective 1 day workshop.  You get:

  • A Power Point Presentation with annotated speaker notes covering each topic.
  • Interactive Exercises that get participants actively thinking about and discussing what they’re learning.
  • A comprehensive Leader’s Guide in PDF format.

Who Should Buy This Course?

Because it’s pre-written and off-the-shelf, “DELEGATING FOR RESULTS” is perfect for Trainers and other professionals who need to conduct training for supervisors and managers on how to delegate, but don’t want to spend the large amount of time needed to research, design and develop a program from scratch.  This includes:

  • Internal Trainers
  • Training Managers
  • HR Managers
  • Training Firms
  • Consultants
  • Anyone who needs to teach Supervisors or Managers how to delegate.

We’ve made “DELEGATING FOR RESULTS” extremely easy to afford.  Base prices start as low as $350.  For more information and to view a sample, click here.

Note: “DELEGATING FOR RESULTS” is only available for purchase by U.S. buyers.