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Home Archive for category "Delegation"

“The art of delegation is one of the key skills any entrepreneur must master.”

The stereotypical entrepreneur is a guy running around with his or her hair on fire, pushing all the buttons, pulling all the levers, and wearing all the hats.  We’re all wired a little bit differently, but ultimately, we all reach the limit of what we can do alone, and when we do reach that point,

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“Much of what we call management today consists of making it difficult for people to work.”

Noted business author and keynote speaker, Dan Pink, talks about motivation . . . a lot. He talks about what motivates us and what does not.  He talks about which motivators work and which do not.  One of his favorite topics is “if-then” motivators.  “If you do this, then you’ll get that.”  Those motivators grew

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Everyone is accountable

Accountability.  Everybody talks about it, but few really practice it.  In its purest form, accountability is a contract to carry out a specific responsibility, and if the responsibility is time-sensitive, to carry it out within a specific time frame.  The problem is, for many people,  accountability isn’t viewed as a contract, but more of a

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“What we have here is a failure to communicate.”

Today we have more ways to communicate with one another than ever before.  Of course, we have face-to-face spoken communication which we have had for thousands of years (although we seem to be doing that less and less).  We also have old-fashioned written communications such as letters, newspapers, magazines, books, etc.  These too we’ve had

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Are you a bad boss? (Part 2)

My previous posting asked, “Are you a bad boss?”  I then offered a number of bad boss behaviors (poor emotional control, indecisiveness, micromanaging, etc.) for your consideration.  Well, I apparently missed a few.  I have gotten some notes (from people, I assume, who are bad bosses themselves, who are recovering bad bosses, or who at

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Are you a bad boss?

An old adage says, “People don’t leave their companies, they leave their managers.”  There are lots of reasons an employee may leave a company . . . higher pay, better hours, shorter commute, etc. . . . but in many cases, a bad boss is in there too.  Think about your own work experience and

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Why can’t we ever get anything done around here?

Our last posting talked about BHAGs (Big Hairy Audacious Goals) and we asked, “What’s Your New Year’s BHAG?”  But achieving a BHAG is just like keeping a New Year’s resolution: it’s all in the execution.  It’s all in the doing.  It’s one thing to dream up a BHAG, it’s quite another to put the wheels

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“Accountability breeds response-ability.”

In our last posting, we talked about execution . . . about the need for meticulous planning, thorough and detailed communication of our plans, and after-the-fact review to determine what went right and what didn’t in an effort to continuously improve our execution skills and abilities.  We probably should have preceded that discussion with one

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Learn to delegate

I’ve written about delegation before, but I continue to think about it because so many small business owners don’t do it very well. Entrepreneurs often like to pull all the significant levers in the business and push all the important buttons.  They built the business and know the critical parts of it better than anyone,

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Stop Making Those Decisions

In a 1995 article by A.E. Carlisle entitled simply, “MacGregor,” Carlisle tells the story of the title character who is a plant manager with a remarkable management style.  At the core of MacGregor’s style is his refusal to make any operating decisions.  Sounds a little odd, doesn’t it?  Yet his plant (even though it’s the

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