Human beings tend to be creatures of habit. That's good in that we can enhance our efficiencies by doing things over and over again. However, we can also become a bit too comfortable with our habits. When that happens, we don't recognize when our habits are no longer helping us, but are instead hurting us and our businesses.
As business owners, when we become too comfortable with our habits, we don't recognize when they're hurting us.
I've been working with several business owners to help them each break just one habit that's no longer helpful to them and their businesses. Each business owner's habit is different; yet each habit is causing serious problems for their respective employees and companies.
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.
I 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.
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?
I'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.