You have made an unusual discovery - there is not enough time left at the end of the day. Corollary, however, is your list of the most important things you can do. For any company, the list of things the CEO will do has the potential to grow exponentially. What should the chief executive do? This is not just a personal problem.
The future of your company depends on what you do next. As you run your organization beyond its current platform, you need to change how you relate to your work. There are three stages of transition from chief-cook-and-bottle-washer (CC&BW) to CEO (source of business management and direction). These are:
* Understanding your value proposition to your company and focusing on that role.
* Recognizing your position as a leader and job owner.
* Deleting everything else and making others accountable.
Time Well Spent has faced one change; Leadership ideas speak of a second transformation. This document explores the problem of power transmission - it has given the task away. Issue You have undoubtedly completed your next level of corporate performance requiring a change in management. And hopefully, you’ve seen that the necessary adjustments are with you. As a CEO (or, in the department or department - senior manager), your responsibilities include capturing the idea, motivating your senior management and your staff, promoting meaningful relationships with customers, retailers, investors, and the community, etc.
Now you need to give up some of your favorite things like product design, hiring, maybe daily sales - a lot of things you used to do in the past, often didn't use the need - and focus on your role as CEO. What about all the things you used to do? Could you share it with others? Give someone else a job. This doesn’t sound like a big deal. Why write an entire article on it? Do you share with others? Yes, he does. But do you share what you have with others? Things you "know" can do better? The “better” things? Probably not. The question is, should you?
Your contribution to the highest value Consider your highest value contribution to your company. Which of your activities generates the most revenue, profits, market share, etc.? Where do you get the biggest bang on a buck? Like many senior executives, your most significant strength is consolidating the power around you - your top employees and employees, as well as key customers, prospects, and vendors. Everything else is second to none in terms of impact. So the answer is yes.
You have to be more discriminating with the help you render toward other people. And make sure they are well-made. Make sure they are specified and delivered on time—the cost of catch Now, the tricky part. Many executives avoid delegating responsibilities that they have labeled as "critical." They fear that the work will not be done correctly. Or no one else can do it right away, and it won't be done in time. Even the proper attention will not be paid. Or something. Or something. Stop it! The growth of your organization will be curtailed to the point where you will be able to stick to critical tasks.
Your company will suffer in specific areas where you think you are an expert! Product design? You hold the construction of the central part because you are an expert, but you are not in the customer meeting Employment? Two engineers cannot be hired because you are not yet signed, and you are out of town at a meeting with investment banks. Selling? Negotiations on a binding agreement are being held because you are in Asia meeting with a dealer. It becomes a point of urination in each critical activity. And you feel - yes - "I have to get involved." No, you don't.
To the extent that you did not develop your employees to perform these tasks, your company's growth will be delayed without fear that the work will not be done. There is another misleading reason for top managers (especially entrepreneurs) who do not submit. When you don't do the "important" things, you become unwanted, Deadweight, More.
If you have a senior Marketing VP or Chief Technologist, what will you do? You feel this way because you have not yet completed the first and second changes: you have not yet taken the trouble to understand how you are building value in your company, and you have not yet fully taken the leader position. Once you have made this change, you will not have time to relax.
Empowerment, not suspension. Many managers post like this. They said, “John, can you take this job? It should be done next Thursday. Thank you. ”That's all. Then, when the work comes back incomplete, they get angry. What's going on? They left out to respond. They ignored the building by making sure things went according to plan. There are five things to successful delivery.
1. Assign a specific task. This does not mean that the person has all the skills to do it, but that they can fight for the right resources. Sometimes the first step in a project can be education. Perhaps the delegates should attend a conference or take a study to accelerate.
2. Discuss specific situations for satisfaction. Time frame, results, budget issues, etc., everything must be spelled out. Anything less creates conditions of failure. It's like an old story about basketball - without nets, players don't know where to shoot the ball.
3. Count the strategy. Depending on the complexity of the project, the first step would be to create a plan. The plan must include resources, methodology or method of operation, timeline, actions, and efforts. Even simple projects require a plan.
4. Set up a reporting structure. If the project will take place in the next six weeks, schedule an ad hoc meeting two weeks from now. Or set up a weekly conference call or an email status report. Provide a way in which you can jointly assess progress and make intermediate adjustments. This helps keep the project, and the people, on track.
5. Get buy-in. Usually, the set times are controlled by external circumstances. However, your agent must sign the work being done. If you say, "This should be done next Tuesday," they must agree that it is possible. Ask instead. "Can you get this on Tuesday?"
To you, this may seem a bit trivial, but the step is often overlooked. Whenever possible, have a dispatcher set a timeline and make a schedule. You only need to be guided and signed; as General Patton put it, “Never tell people how to do things. Tell them what they did, and they will surprise you with their ingenuity. ”If you skip any of the above steps, you significantly reduce your chances of getting things done.
On the other hand, the more you follow these steps, the greater your risk will be. Isn't this work more than just for me, you ask. No - not at all. The time it takes is
1) to set objectives,
2) to review the system, and
3) to monitor progress, it is not the same as the time it takes to perform. That is how you gain power. This is how you increase your efforts. (Sometimes, it takes longer to communicate than to do it yourself. Give it anyway. In the future, it will be easier.) Above, I am referring to projects. This does not mean that transfers are reserved for different tasks and problems. It also provides ongoing services.
The procedure is the same in each case. Like exercise, ask yourself, 'What am I willing to do for others? Could you make a list of reasons why it is not? Identify the best person in your organization - not you - who can take this job or this job. Then call a meeting. Start the discussion in the first step above. If no one can give you essential jobs, you should carefully consider the status of your employees. It would be time to hire the right people. If you do not have the money to fund staff extensions, think about what holds you back.
Review your relationship with your assistant or secretary. Did you let them take a fair share of the workload? Are you giving them enough work to do? Are they ready to improve? Some situations require that you re-enter. Maybe you are the only one in your company who has some technical knowledge, or your understanding will speed up the design process, or you have a long-term relationship with the seller or customer.
Go ahead, log in. Do your thing - in short, complete the project and start your leadership position. Oh, another thing. The only point is to transfer something if it frees you up from things that make up an excellent value for your company. Don't give up on rent when you're wasting your time playing with a company website. Don't hire a Sales VP if you spend your time shopping. The most prominent rate you have is to lead your company. Save your time on that.
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