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Stop Doing One Thing!

Stop Doing One Thing!I've been reflecting on a recent conversation with a client. The conversation was similar to two previous conversations we've had concerning inaction by his managers. However, this time, without planning to say it, I simply said, "We've discussed this same problem three times now. When are you going to stop doing what your managers can and should be doing for themselves?" Needless to say, it got very quiet on his end of the phone for awhile. However, after about one minute of silence, my client said, "I keep doing exactly what I've told you I need to stop doing don't I?" Yep.

My client is a smart man. He's built a multi-million dollar company. He's created a solid company reputation, a loyal client base, and a team of employees who want to help his company become even more successful. Yet by repeating just a few behaviors, he keeps holding his managers, their teams, and his company back from becoming an even stronger organization. He continues to feed his team's inaction. So as I shared with him, I'll share with you: If you want to do things differently going forward, stop doing them incorrectly now.

If you want to do things differently going forward, stop doing them incorrectly now.

Like most managers, you're probably already overwhelmed with too many things to do in too short of a timeframe with too many requirements imposed upon you. The last thing you want is one more thing to do. So don't take on anything new. Instead, stop doing one thing you currently do that's not really helping you, your team members or your customers.

Stop doing one thing you currently do that's not really helping you, your team members or your customers.

If you're like me and most of my clients, you won't even have to think too hard about potential things to stop. We all have things we can improve upon, and we all already know what we should stop doing to help ourselves, our teams, and our organizations. Here are a few items I've discussed with clients over the past several months. See if any resonate with you:

  • Stop thinking you need to be involved in everything in order for things to get done right.
  • Stop obsessing over tasks no one else cares about other than you.
  • Stop pursuing the bright, shiny distractions that sound interesting and seem to be "sure fire solutions" but only take you off-track and waste your time and money.
  • Stop involving yourself in projects your staff could and should be doing themselves.
  • Stop providing feedback only when it's to criticize.
  • Stop claiming you hold yourself and your employees accountable when all you do is give them assignments, ask how they're coming along, and then... nothing else.
  • Stop changing directions after each Sales, Production, or Leadership conference you attend or book you read.
  • Stop resenting the team you've hired and trained.
  • Stop rationalizing your own scattered leadership style.
  • Stop rationalizing poor team member behavior.
  • Stop rationalizing why you've retained underperforming team members.
  • Stop making excuses for not doing what you know you need to do to make your organization more successful.
  • Stop running from making the big changes in your own behavior before you expect others to change.

You're already over-loaded, so don't take on one more responsibility. Instead stop doing one thing, and watch how by not doing that one thing any longer, you help yourself, your team, and your organization.
 

Copyright MMXIV Liz Weber, CMC, CSP - Weber Business Services, LLC.

 

Liz Weber

A SOUGHT-AFTER SPEAKER AND CONSULTANT WHO MAKES THE COMPLEXITIES OF LEADERSHIP & STRATEGIC PLANNING E.A.S.Y.

Known as The Dragon Lady of Leadership Accountability®, Liz presents high-content, interactive keynotes and seminars that help leaders (i.e., business owners, CEOs, boards of directors, and managers) simplify the way they lead. As a result, they and their organizations are more focused and more effective. Liz makes the complexities of leadership - E.A.S.Y.


Creative Commons LicenseThis article by Liz Weber, CMC, CSP is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. Permissions beyond the scope of this license are in our Legal Information pages.

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Posted by Liz Weber on December 16, 2014 in Organizational Development and tagged , , ,

Delegate Doesn’t Mean Abdicate

Skills BuildingI am a huge proponent of delegating. I push my clients and audience members to develop their staffs by providing them with opportunities and challenges to help them learn, leverage their innate talents, and hone new skills. However, I am not a fan of leaders ignoring their responsibilities when they delegate tasks to others. That's abdicating. That's not delegating.

Any manager who has attended a leadership workshop or read a book on supervision knows:

Effective managers delegate.

Managers who know this concept also know when they delegate work to their staffs, they should also transfer the authority to get the delegated tasks done. By doing this, managers are minimizing many of the roadblocks their staffs will run into as they work on the delegated tasks. By having the authority to take the necessary actions and acquire the necessary resources to get the work done, the employees can do the work they've been tasked to do. Perfect!

So why is it that a good number of seasoned managers incorrectly believe they've delegated their leadership responsibilities when they have delegated the authority to do the work? Why do so many managers believe once they delegate it, they can forget it? Again, that's abdicating. That's not delegating.

Liz Weber

A SOUGHT-AFTER SPEAKER AND CONSULTANT WHO MAKES THE COMPLEXITIES OF LEADERSHIP & STRATEGIC PLANNING E.A.S.Y.

Known as The Dragon Lady of Leadership Accountability®, Liz presents high-content, interactive keynotes and seminars that help leaders (i.e., business owners, CEOs, boards of directors, and managers) simplify the way they lead. As a result, they and their organizations are more focused and more effective. Liz makes the complexities of leadership - E.A.S.Y.


Creative Commons LicenseThis article by Liz Weber, CMC, CSP is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. Permissions beyond the scope of this license are in our Legal Information pages.

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Posted by Liz Weber on December 2, 2014 in Leadership Development and tagged , ,

Why Don’t Many Mergers Meet Expectations?

Why Don’t Many Mergers Meet Expectations?With a headline like: Most Heath System Mergers Don’t Meet Expectations – Will Lancaster General Health and U.Penn Be Different? Business Writer, Tim Stuhldreher of Lancaster Online isn’t making any current employees or future patients of either hospital system feel warm and fuzzy as he writes about a proposed merger. The big question for me is:

Why don’t many mergers meet expectations – for hospital systems or other businesses?

Liz Weber

A SOUGHT-AFTER SPEAKER AND CONSULTANT WHO MAKES THE COMPLEXITIES OF LEADERSHIP & STRATEGIC PLANNING E.A.S.Y.

Known as The Dragon Lady of Leadership Accountability®, Liz presents high-content, interactive keynotes and seminars that help leaders (i.e., business owners, CEOs, boards of directors, and managers) simplify the way they lead. As a result, they and their organizations are more focused and more effective. Liz makes the complexities of leadership - E.A.S.Y.


Creative Commons LicenseThis article by Liz Weber, CMC, CSP is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. Permissions beyond the scope of this license are in our Legal Information pages.

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Posted by Liz Weber on November 11, 2014 in Organizational Development and tagged , , , ,

Maintain Your Place at the Table

Maintain Your Place at the TableI've been speaking to a number of Human Resources professionals groups lately and sharing my speech: How Does HR Get A Respected Seat at the Strategic Planning Table? As I contemplated what to blog about today, I thought I'd keep it simple and share advice from my book Don't Let 'Em Treat You Like a Girl: A Woman's Guide to Leadership Success® that links to ideas shared in my speech. In a nutshell, if you're at the table: Demonstrate you belong at the table!

If you're not an active contributor to a team, why are you on it? If you want to be on a team, you need to maintain your right to be there. Don't relinquish your spot.

Liz Weber

A SOUGHT-AFTER SPEAKER AND CONSULTANT WHO MAKES THE COMPLEXITIES OF LEADERSHIP & STRATEGIC PLANNING E.A.S.Y.

Known as The Dragon Lady of Leadership Accountability®, Liz presents high-content, interactive keynotes and seminars that help leaders (i.e., business owners, CEOs, boards of directors, and managers) simplify the way they lead. As a result, they and their organizations are more focused and more effective. Liz makes the complexities of leadership - E.A.S.Y.


Creative Commons LicenseThis article by Liz Weber, CMC, CSP is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. Permissions beyond the scope of this license are in our Legal Information pages.

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Posted by Liz Weber on November 4, 2014 in Leadership Development and tagged , ,

What’s Happened to Your Management Progeny?

What’s Happened to Your Management Progeny?I've given a number of speeches lately to HR professionals and business owners. One of the challenges I've presented each group is: What would your managers say about your leadership style if I happened to bump into them today?  Would they say they're staying with the company because of your leadership?  Or, would they admit they're looking to leave….because of your leadership? That thought caused me to remember this article I pulled from the archives. What types of managers have YOU helped to develop?

Liz Weber

A SOUGHT-AFTER SPEAKER AND CONSULTANT WHO MAKES THE COMPLEXITIES OF LEADERSHIP & STRATEGIC PLANNING E.A.S.Y.

Known as The Dragon Lady of Leadership Accountability®, Liz presents high-content, interactive keynotes and seminars that help leaders (i.e., business owners, CEOs, boards of directors, and managers) simplify the way they lead. As a result, they and their organizations are more focused and more effective. Liz makes the complexities of leadership - E.A.S.Y.


Creative Commons LicenseThis article by Liz Weber, CMC, CSP is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. Permissions beyond the scope of this license are in our Legal Information pages.

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Posted by Liz Weber on October 28, 2014 in Leadership Development