Delegating: Tips to Do It Right

A mother was shopping in a supermarket with her two young children. She told her little boy to "behave". The child said earnestly, "I be good, Mommy!"

Then he went back to chasing his sister, and the mother scolded him. He apparently did not know what exact behaviors she expected.

In a corporate setting, when a manager warns his new employee to do a "excellent" job on a task, does she know what his idea of "excellent" is?

For example, does it mean proof-reading a document twice (and having someone else do it once), using certain photos, including the details on the new project, or some other expectations?

As a leader, it is your job to make your expectations very clear. Your employees cannot mind-read. If you make your requests clear, you have a greater chance of having them be achieved.

Delegation is part of many leaders' jobs. Clear delegation includes not only the details to be accomplished, but also the time-frame. The leader needs to understand how often he must check with each person on his team to answer questions and make sure the work is being done correctly.

If the task is important enough to be done, it should be done right. A good leader delegates the right task to the right person, with a clear explanation and time-frame.

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Multi-tasking and the Non-verbal Message

The supervisor typed busily away on his computer, while his employee, who had an appointment with him,waited uneasily for him to look up. "Go ahead, I'm multi-tasking," encouraged the supervisor. The employee thought, "I even made an appointment with him, but he doesn't care  enough to give me his full attention."

Have you ever been in a situation like this? How did you feel when someone did not look at you and give you his full attention?

Many research studies have shown that multi-tasking is an ineffective way to accomplish your work. One study at Stanford by Clifford Nass shows that you may be 40% less effective when you multi-task. That does not even count the impact on others when you multi-task instead of giving them your full attention.

One leadership project had corporate leaders deliberately give others their full attention during meetings. They reported people were impressed enough to mention this to their peers.

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Body Language and Photos

Many people post professional and personal photos of themselves online. They want to seem inviting in a business or personal sense, but their bodies are telling others the opposite story.

The pose many people use is to fold their arms across their chests. This shows defensiveness to Americans, as if the person is not open to new ideas. Others put their hands in their pockets, as if they are hiding something. It is much better to have your hands at your sides. This implies openness to new invitations. If you must do something with your hands, have one hand hold something. If you already have a photo posted with a defensive posture, today is the day to make a more friendly one!
If your photo is for professional purposes, make it look professional. Wedding photos, photos of you with your significant other or cute child, or photos of you with your pet are not appropriate, unless of course you are in the wedding business, match-making business, are a school director or run a pet-related business.
If making small talk is also an issue, Small Talk:Connecting with Others is a concise e-book with numerous practical tips. Individual coaching is also available.

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How to ask the right types of questions when coaching

Coaching employees in your workforce is a way to improve their growth and development. Coaches who ask the right kinds of questions can improve critical thinking skills in their employees, and help them to consider more aspects of their work.

There are three types of questions to ask, closed-ended, open-ended and behavioral questions.
Closed-ended questions have two possible answers, such as "Do you have all the materials you need?" They are best for the beginning of the interview, to relax a nervous employee, and for when you need to take control of the situation (with an employee who rambles, for example).

Open-ended questions allow for many possible answers, and may start with when, how, in what ways, under what conditions, and many other terms. Examples might be "What do you suggest comes next?" and "How would you analyze this situation's strengths and weaknesses?"

Behavioral questions ask how a person handled a situation in the past, the outcome and what he would change if it occurred again (or what he learned).

When asking open and behavioral questions, it is very helpful if the coach waits a few seconds after the person has finished answering, to allow time for additional responses.

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Executives: "Listen" with your eyes

When you observe your direct reports, do you notice both the verbal and non-verbal behaviors?
For example, you may have a direct report who says she is "fine", but she appears exhausted.
How do you handle the discrepancy between her verbal and non-verbal behavior?

Usually, when there is a difference between verbal and non-verbal behavior, the non-verbal behavior is more accurate. Simply, it is harder to lie with non-verbal behavior. Ask the employee how things are going. If she does not mention the reason for her exhaustion, be more direct.
"You seem exhausted. Are things going well at work for you, or is there a problem I should know about?" Then be quiet and listen...it may take some time before the employee states what is really on her mind.

Listening is a primary part of a manager's job. Learn more about how to listen well at the one day lively seminar on Executive Communication Coaching, on May 12th. Enroll before April 27th at http://businessspeechimprovement.com/enabler/scripts/category.pl?Classes.
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Executive Communication: Asking Incisive Questions

Two essential skills for executives are the ability to listen well - to both what is and is not said - and to ask the right questions. These questions help analyze the problem, consider the resources, consider and choose the best solution.

Executives were asked about what questions they considered when asked to evaluate a new project. A list of the best ones, along with many other communication techniques,  appears in the e-book Executive Communication Strategies.

What are some of the best questions leaders have asked in your experience that proved crucial to problem-solving? Please share them with our readers!

"Just say a few words..."

There are no words like "just say a few words" to strike panic into the heart of many business people. Many regard making a business speech as a very scary activity, because people can look foolish in front of their peers.

Like other skills, there are a few secrets to doing this well. First, whenever you think there is the slightest possibility that you may be called on to give an impromptu presentation, prepare a few sentences in advance, and practice them a lot. If you are called on to speak, only you will know this is not really impromptu. Second, prepare a few frameworks for what you will say in case you really do have to make an impromptu speech. Using these general frameworks, or plans, you can make speeches with greater comfort. Practice sample frameworks on general topics before you need to use them in public under pressure.

Examples of frameworks and other practical strategies are in the e-book, Public Speaking:You Can Do It! found at http://businessspeechimprovement.com/enabler/scripts/category.pl?EBooks .