4 tia presentation 'bulding a team' 20121201

Building A Team:Building A Team:Delegating, Work With ‘Friends/Family’, Delegating, Work With ‘Friends/Family’,

Hiring & Assessing PerformanceHiring & Assessing Performance

THOUGHT INTO ACTION INSTITUTE December 2012

WIRELESS:U/N: tia

P/W: colgate

Delegating: What’s That?Delegating: What’s That?• Assigning a task/responsibility/function to someone who is

not you—an employee, contractor, partner

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Delegating: Why?Delegating: Why?• Hmm, because you are human/have limitations: time,

expertise

• Because you want to accomplish morethan you can do alone—something bigger, better, more sustainable

• Remember, a ‘one man/woman band’ makes very limited music

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Delegating: When?Delegating: When?• When your limitations –time/skills--impede the

speed/quality of your progress

• No one can do everything well or fast. So, unless you like the idea of ‘bad and slow’….learn to delegate

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Why Delegating Can Be Hard To Do…Why Delegating Can Be Hard To Do…• “It takes too long for me to explain to someone else”

• “I know how to do it best”

• “I’m not comfortable asking/telling people what to do…particularly my friends or family.”

• “I don’t know where to find someone who does__”

• “I don’t have the money to hire someone”

• “I don’t want to share control, power, ownership”

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Why Delegating Can Be Hard To Do…Why Delegating Can Be Hard To Do…• “Newsflash: You are not alone, strange, or disturbed---

many people feel this way…initially

• But if you want to build something bigger, better, and more sustainable than you...learn to delegate. (Try the Nike approach: Just do it!)

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Delegating: A Few TipsDelegating: A Few Tips• Tone: adapt it to your comfort zone…perhaps you ‘ask’ vs

‘tell’, or ‘suggest’ vs ‘direct’

• Clarity is key!! Say it, but put it in writing, so no confusion.

Clarity of task/responsibility

Clarity of expectation (timing, deliverables, etc.)

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Working With Friends And FamilyWorking With Friends And Family• Often the nearest source of talent/support

• Not ideal, but OK to do, but be very careful, eyes open

• Easy to get into, hard to get outof (you can fire your brother, but he’ll always be there)

• Delegating or giving orders canbe awkward

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Working With Friends And Family; TipsWorking With Friends And Family; Tips• Crystal clarity (written and spoken)about:

1) job responsibilities, expectations

2)your role: the boss, not brother or pal

• Consider a “friends and family contract”:

“if it doesn’t work out, we’re still pals”

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Building A TeamBuilding A Team• Like building a house, you need a plan to identify:

responsibilities/tasks (‘we need someone to do __’)

skill sets required (‘someone who knows __’)

“job specs” (‘full time, based in, compensation of’)

• Staff your team to fit your plan—not who’s most fun to hang with! Be disciplined + dispassionate (D+D)

“A team should not just be a gathering of friends”

• The most important decision you will make

• Best team = best chance to win

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Hiring: A Few TipsHiring: A Few Tips• Create a written job description, with crystal clear

responsibilities, expectations, evaluative measures

• Get a resume, and set up a formal interview(s)

• Develop an interview guide to assess: skill sets, relevant experience, character,values, problem-solving instincts, ego issues, etc.

• In the interview, listen more than talk—much more.

• Simulate real-world performance needs

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Hiring: A Few TipsHiring: A Few Tips• Get 3rd party corroboration/references…(“does she do

what she promises?”, etc.)

• Don’t ‘talk yourself into someone’— it’s a bad sign

• Find people who: fit your job specs and your values; have skills/muscles that you don’t have; people who will challenge, push and inspire you

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Assessing Performance: A Few TipsAssessing Performance: A Few Tips• Performance: assessed against the agreed-upon job

description, expectations, goals, deliverables. (Yet another reason to put this all in writing!)

• Hire/keep people who deliver what they commit to; get rid of/stay away from people who don’t.

• Excuses don’t ever help you win…

• Trust your instincts---they are there for a reason, and will helpyou survive, thrive, and makebetter hires.

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Final ThoughtsFinal Thoughts• The best leaders/managers surround themselves with the

best people. Period.• If you can find people better than you, get them on your

team. • When it comes to hiring, leave your ego at home.

• Remember: If you’re the best player on your team, you haven’t chosen well

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