Guide to Working With People

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The U.S. Jaycees Management Development Series RSVP NO. 5015-0

Guide toWorkingWithPeople

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TABLEOFCONTENTSSUBJECT PAGEIntroduction to "Guide To WorkingWith People" 1People Knowledge 2Building A Team 5Goal Planning 6COmmunications 8Delegation llNon Performers 15Appendix 17

Produced By:Management Development DepartmentUnited States JayceesBox 7Tulsa, Oklahoma 741211 (918) 584-248183


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Giving people a chance and showingthem how to do the work is the key toyouryear or your project. This guide is designedto give you the Hhow to's" of knowing andworking with your people.If you are a local director working withassigned members, a project chairman workingwith your project people, a district directorworking with chapter presidents, a regionaldirector working with district directors, or if you

serve in any other capacity where you workdirectly with others, this guide will help you besuccessful.Before reading this guide, think aboutteaching your child how to play ball and whatyou go through to help him be competitive."Get in front of the ball when you field. Hold

your elbow up when you are batting. Go tothird and cut down the lead runner. Lay thebunt down the third base line." All little thingsby themselves but when they are all puttogether they make a good ball player. Make thepeople you work with "good ball players." Ifyou develop enough of the people you workwith into good players, you'll have a championship team.Basics covered include communication,delegation, building the team, working with orreplacing non-performers and teaching othershow to plan for success.Okay skipper, it's your turn at the plate.Read this and implement what you learn or takethe chance of striking out with people.

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"Good management consists in showing averagepeople how to do the work of superior people."John D. Rockefeller, Sr."I look on my job as choosing the right man,but you don't always find out about the rightman until you have given him a chance."Henry Ford, 11

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Dale Carnegie

Be relaxed and friendly around your fellowJaycees. It is important to be able to relax to thepoint where things don't upset you. Learnpatience under difficult circumstances. Be easyto be with so there is no strain in being withyou. One good way to get to know people is toopen up and let them know you and feel at easearound you. Be interesting but not conceited! Beas knowledgeable as you can about all aspects ofJaycees so people want to be associated withyou. Be sure you don't come off as a "know itall." When talking with others, listen for newideas and suggestions. Thank people for theirinput. Be known by others as a positive thinking solution man.

Ask for help of the Jaycees you supervise.People will lee you gee co know chem if chey realizechey are noc dealing wich somebody who chinks heis perfecc. Each of us has little "defects" in ourpersonalities that could be improved. Find outfrom good Jaycee buddies what they feel yourdefects are and then work to correct them.Don't defend your faults. Work hard to correctany past disagreements you have had with otherpeople. It takes energy to get angry and thatenergy could be used to help you reach yourgoals.Strange as this must sound, you must practice liking people. Look for the good qualities inthose around you, not the bad. Put yourself intheir shoes and look through their eyes. Try tounderstand what they want out of Jaycees andlife.

People like to do a job right and, whenthey succeed, they enjoy a "pat on the back.""A pat on the back is only a few vertebraeremoved from a kick in the pants, but is milesahead in results," according to V. Wilcox. Neverpass up a chance to say "good job", "nicegoing", etc. Likewise, take the time to showsorrow and sympathy when it is needed. Whenyou give people genuine affection and caring,they'll return it to you.The telephone is a great tool in communicating with others. Call or visit Jaycees assignedto you and talk about their families and jobsonce in a while without mentioning reports orprojects that are due. Show a special interest inthem as individuals, not just as people assignedto you. Ask them if it is alright to call them atwork.As a leader, take the initiative in buildingfriendships. You can make more friends in twomonths by becoming interested in other peoplethan you can in two years by trying to get

Get to know everything you can about yourpeople. Help the Jaycee assigned to you dreamhis dreams and improve his life."Hiya guy!", "Hey stud!", or "What'sgoing on, ace?" will never take the place of aJaycee's name. Remember people's names andthey'll know you have a personal interest inthem. Know whether he likes to be called Jim,James, or "Jimmy Mike." Know his wife's orgirlfriend's name and, if he is married, thenames of his children. A man's name is themost sacred thing in the world to him and thenames of his family come next. When you areintroduced to someone, repeat their name backto them to make sure you get it right. This simple action will help you remember names better.

"I have discovered from personalexperience that one can win the attention andtime and cooperation of even the most sought-after people in America by becoming genuinelyinterested in them."PEOPLEKNOWLEDGE

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people interested in you. Dale Carnegie isquoted as saying, "The person that is notinterested in his fellow man has the greatestdifficulties in life and provides the greatestinjury to others." Help people discover theirtalents so they can help others.When working with other people, don'texpect perfect results. Know and realize that noone is perfect. True, some people are morenearly perfect than others, but no person isabsolutely perfect. Humans make errors - that istheir most human quality. When an error hasbeen called to their anention and it is repeated,it becomes a mistake. A corrected error is agood "learning experience."People knowledge makes you realize we areall different and have different ways of handlingthe same situation. Respect that knowledge andlimit your approval or disapproval to whetherthe results you wanted are achieved or not. Godmade us all different. We all have differentfriends, interests, religions, automobiles, clothes,and we all go to different types-of parties. It isimportant, very important, that even though youdon't agree with people, you respect their rightto live their lives the way they see fit. A goodexample of that would be Jaycee chapters thathave members who like going to state functionsand those who don't. Respect the right, eventhough you may not agree, of those memberswho want to participate on a statewide level.The same is true in reverse for those who do getinvolved in the statewide events.

Keep in the back of your mind that peopledon't like to be told "you're wrong." Learn tocontrol personal opinions and don't try to be areformer.The personal touch is the biggest key toworking with people. Writing notes, postcardsand leners to those you work with telling themabout the good things they are doing and whatthey have to offer is a good example. Complimentary "pump up" notes payoff with beneranitudes, more creative ideas for those on yourteam and longlasting Jaycee friendships.Never ask anybody to do something youfeel is "below" your dignity. Always be bigenough to do the smallest task. Work hard to seta good example for the people on your team. Ifyou work hard, they will and if you slow down,they will slow down too.Nine out of ten times the leader who getsthe most accomplished is the one with thebiggest "respectability" factor. You must workto earn respect. Roll up your sleeves and pitchin on Jaycee projects with your people.

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It is easy to motivate and work togetherwith others if you first win their confidence andfriendship. The only way you can do that is totake the time to truly know your people.Human relations is another segment ofpeople knowledge. Handling people the way youwould like to be handled goes hand in handwith knowing your people. Remember Jayceesare volunteers and you need to show honestappreciation of their efforts. Be sure to praisetheir "volunteer" efforts whenever possible.When mistakes need to be corrected, talkabout mistakes you have made and how youhave learned from them before you begin tocriticize. Call anention to their mistakesprivately, never in public. You never look bigtrying to make another person look small. Afteryou have pointed out an error to somebody,help him understand how to correct it. Makethe error seem easy to correct and explain tohim how the correction will benefit him andhelp him accomplish what he is trying to do.Be hearty in your praise and liberal withyour approval. Give your Jaycee teammates afme reputation to live up to. If you say publiclyhe is good, he will be. If you say publicly he isbad, he will be. If somebody on your team showimprovement, take the time to praise him.Judging success or failure is a very important part of your job. Let people know what youexpect of them. Let them know what they aredoing right or wrong. Set high standards foryour people that are tough but attainable, knowtheir limits. When they reach that goal, they willhave something to be proud of. You have to bethe motivator who is always paning them on theback telling them they can do it. When you seegrowth in them, your leadership skills will havegrown too.Being successful with people requireshandling unforeseen little problems; as a leader,you must be able to help people get aroundthose little roadblocks. Don't take your eyes offthe goal you have set for the future; take thetime to handle short-range problems that mightinterfere with long-range success.Everybody you work with has individualqualities that can help other people. You mustblend these talents into a single effort. Analyzepeople you work with by their performances andtailor your anention to the individual based onhis individual needs. Work with a personalityonly when it directly interferes with thatperson's success.


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You are in the "PEOPLE BUSINESS!" Arecent survey indicates most people feel theyreceive less time and attention from their bossesthan they need. When meetings are held,supervised people feel too much time is spent oninstruction and not enough time is spent onpraise or criticism. Before you give up onsomebody, get to know them persona1l1y;thengive them help. Nothing can happen withoutthe education, dedication, and personal knowledge of those people you have on your team.

Here is a quick checklist to make sure youknow your people.KNOWING YOURPEOPLECHECKLIST

Yesometimesoo you know at least a little bit about the interests ofeach personyou work with off the job? (((Are you generally cheerful? (((Do you manage to keep calm and even-tempered under theinevitable pressures and strains on the job? (((Do you make promises only when you know you can keep them? (((Are you apt to violate a personal confidence? (((Do you make an effort to be a good listener? (((Do you give credit where credit is due? (((Do you ignore complaints which appear insignihcant to you? (((Are you strict with some you work with and lenient with others? (((Do you praise good work as well as criticize poor work? (((Do you cooperate and get along well with others? (((Can you refuse an individual's request without making him feelantagonistic towards you? (((Do you try to see the other fellow's point of view? (((Are you effective when giving orders? (((Do you ask individuals to do personal chores for you? (((Do you ever ask for members' opinions about programimprovements? (((Do you explain reasons for changes in policies and procedures?(((Do you refrain from making sarcastic remarks? (((Do your men respond when you talk to them about doinga better job? (((Do you help each man feel that he counts as an individual? (((Are people reluctant to come to you for help on their programrelated problems? (((Do you high-pressure your men into frantic efforts? (((Do you argue? (((Do you reprimand people in the presence of others? (((Do you keep postponing jobs or requests that come to you fromyour chairmen? ((( Working with fellow Jaycees takes work.now each Jaycee assigned to you. There is aothers"Working With People" form in the Appendix

of this book to help you do just that. The moreaxi- you know about his employment, family, impor-h others tant dates in his life and hobbies, the more yound it will be able to help him reach his potential andttain your goals.87


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THE SMARTEST DUMMY IN THE WORLD!

Henry Ford is an 'ignorant paCIfist ' clai11'ldan editon'al in a Chicago newspaper dun'ng theFirst World War. Mr. Ford did not appreciate theediton'al and brought a lawsuit against the Chicagonewspaper for libeling him. The suit was [n'ed inthe courts and the auorneys for the newspaperpleaded justification and placed Henry Ford himselfon the w-irnessstand for the purpose of prov-ing tothe jury that he was -infact an -ignorant man. Thelawyers asked Mr. Ford a great variety ofquest-ions to prove he was not an educated man,even though he possessed considerable specializedknowledge pertaining to cars.

Henry Ford was asked such questions as,"Who was Benedict Arrwld? ", "How manysoldiers did the British send over to pur dmvn theRebellion of 1776?" In answer to that question,Ford answered, "I do not know the exact number

BUILDING ATEAM

Every person in the courtroom that dayrealized it was the answer, not of an ignorantman, but of a man of education. Any man whoknows where to get answers when he needsthem is an educated man. Henry Ford had builta successful team.The results you get on a project are directlyrelated to the input of the individuals who makeup your team. Your top priority isto begin devel-

oping your team immediately after you knowwho is on it. Sometimes you will have a choiceother times you won't. Training, a plan ofaction, and a personal relationship go into themaking of a team and success in Jaycees. If youare a project chairman and have the chance topick your own team, look at the talent availableand then pick the best. Find those people whohave been successful in a similar area outside theJaycees and have the desire to really help otherpeople and put them on your team. AnalyzeYOIJI weak areas and beef them up with peoplewho are knowledgeable in those areas or people

the Bn'tish sent over, bur I have heard it was aconsiderably larger number than ever went back. "After awhile, Mr. Ford beca11'lvery tired of

the questions and in reply to a very offensivequestion, leaned over, pointed his finger at theauorney who had asked the question and said, "IfI should really want to ansu1er the foolish questionyou have just asked, or any of the other questionsyou have been asking me, let me remind you that Ihave a row of electn'c push-buuons on my desk,and by pushing the right buuan, 1can summon tomy aid men who can answer any question I desireto ask concerning the business to which I amdevoting most of my efforts. Now, WIll you kindlytell me why I should cluuer up my mind wChgeneral knowledge for the purpose of answen'ngquestions when I have men around who can supplythe knowledge I require?"

who are eagerly committed to help and learn. Ifyou are a local director or a district director andcannot pick your own team, take the time toestablish communications, do training and give aproper orientation to those you will be assignedto. The director with the best informed teamusually wins the Director of the Year award.Let's look at some ideas for getting peopleover to your way of thinking. Use brainstonningmeetings to get people you work with to discussnew ideas to get results. Rap sessions away fromchapter meetings provide an excellent setting forgenerating ideas. For more examples, look at theAppendix in the back of this guide. Look athow other Jaycees are achieving their success onthe local, district, and regional levels. Bring upideas that will get members of your team sayingyes. Work with State Program Managers anduse The U.S. Jaycees' Individual Developmentprograms. From outside the organization, trainyour teammates on getting results by havinglocal businessmen participate in IndividualDevelopment programs as guest speakers.

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To go on a trip you have never madebefore, you need a road map. The same is trueof life. You have to plan for future success as anindividual or as a group. The job of a leaderincludes goal planning. You must help peoplerealize the importance of planning and implementing those plans. It takes planning to makeothers realize the importance of cooperation andteamwork.

Planning has to be a guideline for what weintend to accomplish. It has to be definite so itcan be analyzed. We can see our progress orlack of it and make the necessary adjustments.The end result of all leadership functions is toreach a particular goal. Planning may includenumbers, such as the number of people we wantto get involved in a program, or the number ofpeople we want to recruit; or it could be whatwe intend to do and how often. Planning mayalso be a length of time to get something done.You, as a leader, will succeed if you do anexcellent job in the area of planning. Planningwill prevent you from overlooking importantareas and provide you with checks and balancesto make sure the project is getting doneproperly.

Putting people in charge of specific dutieswill make them feel like they are important partsof your team. Giving somebody the title of"Assistant" gives him a broader view of what hecan achieve in Jaycees. Let people feel the ideais theirs and they'll work hard to make ithappen.

Your job is to work through people tomake sure a project gets done successfully. Makesure your people get the benefit of all availablematerial on a given subject and know their use.Share with them any manuals available throughThe U.S. Jaycees that will help them to bemore successful. Manuals can be ordered fromThe U.S. Jaycees' Products Catalog. Yourpeople's success adds to your success.If you make a mistake, admit it quickly andemphatically and move on. When somebody onyour team makes a mistake, be understandingand correct it privately. Always begin everythingyou do, particularly everything dealing withcorrecting people, in a friendly way.Put together a good line of communicationfor the people assigned to you so they will knowthe right person to contact if a problem comesup and they don't have an answer. Everymember of your team should know what theother members' responsibilities are. Perhaps anorganizational structure chart would be appropriate in your area.To successfully build a team, you mustrecognize that people do things for their reasons,not yours. To be successful, get the people youwork with to make your goals their goals. Brainstorming sessions, under your direction, can betaken the direction you want them to go andthen your teammates, in fact, become part of thedecision-making process as to how to achieve thegoal. Henry Ford was successful in building ateam and you can be, too, if you train, plan,delegate properly, understand and work with thepeople on your team.

TEAM BUILDING IDEAS* Consider him and his job important* Praise his efforts* Ask him for advice* Listen to and respect his opinion* Provide meaningful assignments* Encourage him* Be sure he knows what is expected of him* Train him

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GOALPLANNING

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To be a good leader, you must be able todefine a realistic goal and then manage peopleand available resources to reach that goal. Sitdown with your people and show them how toplan to reach their goals and your goals for yourarea. Be completely honest with them and tellthem exactly why they are planning and whatthey will have to do to realize the success theyare after. Point out to them the talent they haveand make sure they are using those talents.

Once your people are taught how to planand complete their plans, they becomecompetitive. Planned competition for accomplishing goals is one of the best motivators inthe entire Jaycee organization. Welcome competition from others. Blending your team's talentsthrough proper planning, creative thinking andunselfish use of abilities will help your team accomplish goals and be competitive.When a member who is assigned to youcomes to you with a plan, make sure it is thebest he is capable of or don't accept it. Tell himhonestly if you feel he can do better. This iswhere growth takes place in individuals. Mostsuccessful athletes will tell you their "real"growth came from continuing to practice afterthey were too tired to keep going. Help eachperson on your team plan better. Show eachperson areas where his project plan could beimproved. People on your team will do better ifthey believe you expect them to and show themhow to improve.

Make sure those you work with concentrateand finish what they begin. Andrew Carnegiesaid it best: "Put all your eggs in one basket andthen watch the basket." Concentrate on onething until you are successful, then move alongto the next area.

A good leader will take people to placesthey have never been before. Like CommanderKirk did with the crew of the Starship Enterprise in "Star Trek." Good leaders will helptheir people set and reach goals they have neverdreamed they could attain. Sit down with yourpeople and plan, and teach them to plan, forsuccess. Show them what the mind can conceiveand believe it can achieve.

Reviewing is a very important part of theplanning process. Going over with your peoplewhat has been done and steps that need to betaken will help them in their personal development and success. Dreaming, planning andcorrecting along the way have made yesterday'simpossibilities today's realities. Remember howThomas Edison dreamed, planned, changed hisplan and then readjusted over ten-thousandtimes before inventing the electric battery?Impress on those you are in charge of thatall the planning in the world doesn't mean athing unless they are willing to work to make ithappen. The smallest plan carried through tocompletion is a thousand times better than thegreatest intention in the world.It is important to plan your work and thenwork your plan. Walt Disney said it best: "Thesecret to my success is simple ... you get it byWORKING!"

Review the following steps with yourpeople:THE PLANNINGPROCESS

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I. DETERMINE NEEDS1. Discuss methods of determining needs.2. Check with or survey knowledgeablepeople.3. Determine what is causing the need.II. SET PRIORITIES1. Consider what is best for those youwork with and your needs.2. Analyze what resources are availableto you.3. Consider the seriousness of the need.4. List needs by priority.III. ESTABLISH A SPECIFIC ANDIDENTIFIABLE PLAN FOR EACHPRIORITY1. Set measurable goals.2. Set goals high enough to bechallenging.3. Set goals realistic enough to beachieveable.

IV. SELECT IDEA TO FILL EACHNEED1. Explore as many possibilities as

possible.2. More than one idea may be used tofill the need.3. Use all the available resources.4. Select a definite starting and endingtime for each idea.5. Make sure you are not duplicatingideas of others.

V. MONITOR AND RE-EVALUATEPRIORITIES, GOALS AND NEEDS1. As our needs change, so must we.2. Set specific times to re-evaluate.(monthly, quarterly, etc.)3. Do not hesitate to drop one need andreplace it with another - be flexibleVI. EVALUATE SUCCESS1. Measure progress only against predetermined, specific, and identifiable

goals.2. Evaluate as each need is filled, eachgoal achieved, and each prioritycompleted.3. Evaluation, like planning, is anongoing process.

Personal, program and project planning arekeys to life. You, as the leader, can unlock thedoor to better projects and personal growth bysharing the secrets of planning with those peoplewho are assigned to you.

COMMUNICATIONSCommunications is a three way street:speaking, listening and a mutual understandingof what has been said by all the people involved.You can only be successful ifcommunication between people is constant,complete and understood. A leader must be

prepared before he sits down with anyoneassigned to him. With a ~rson-to-person visit,it is very important to go back over each pointor instruction you have made and ensure youare both in complete agreement on what hasbeen said.When you work with an individual, make

sure you speak his language. Don't try toimpress him with big words he can'tunderstand. An example is a chapter presidentsaying to a project chairman: "That's justconjecture isn't it?" You may know what youjust read, but a lot of people may not. Thechapter president could have said: "That's just aguess isn't it?" and the local chairman couldhave understood it much better.

How many times when you were in schooldid you listen to a teacher you knew was verysmart but couldn't get you to understand whathe was trying to say? Remember, the smartestman in the world will know the smallest ofwords, but the less educated man may not knowthe larger words. Don't talk or write to impresspeople, talk or write to make people understand.The same word means different things atdifferent times and that makes it easy for us tobe confused. Take the word "voluntary" forexample. It has seven meanings according to thedictionary: 1. proceeding from one's own choice.2. self-determining 3. done on purpose(voluntary manslaughter) 4. regulated by the will(voluntary behavior) 5. having power of freechoice (man is a voluntary agent) 6. provided byvoluntary action 7. done on one's own free willwithout valuable consideration or legalobligation. You have to make what you sayunderstood.

Dramatic examples are another way tocommunicate. Using a very serious, emotionalexample to illustrate a point to your chapter or agrOl.lpcan be effective. Some of the bestspe~ers in Jaycees tie jokes into points they aremaking to help people remember.91


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LISTENINGListening is the key to the bestcommunication. Let's take a look at two

approaches to the interview aspect of workingwith people with listening.WRONGAPPROAaILocal We missed you at the last couple ofPresident: membership and board meetings.You know how much we count oneach local officer for the success of

our chapter.I'm sorry - honest!

You don't sound too sure of yourself.I've just got to keep going ... hope Ican stay awake on my job.Been losing sleep?My head is just spinning. Took Judito the hospital three weeks ago; beenvisiting the hospital day and night;back home to look after Chad - can'tleave him with neighbors he doesn'tknow very well - then back to thehospital when she was off the criticallist ... she'll be OK but I stillhave tomake arrangements for the next weekor two until Judi is well enough tocome home and run things ...Wow, no wonder you haven't beenJayceeing ... can I help in any way?

RIGHTAPPROAaILocal We've missed you at the last couplePresident: of membership and board meetings.

Sit down and let's talk about it ...been under the weather or something?Guess I'll be all right.ocalOfficer:

LocalPresident:

LocalPresident:

LocalOfficer:LocalPresident:LocalOfficer:

It's especially tough on the chapterand other chapter officers when wedon't know what to expect. Whenyou don't call me, I don't knowwhether you have quit or are justtaking some time off.Yeah, I know.I called your house but didn't get ananswer. Your participation has beengood in the past so I hope you startperforming. I'm not going to replaceyou now, but I willifyou don't comearound.Thanks. I'll do my best.

LocalOfficer:LocalPresident:

LocalOfficer:LocalPresident:

LocalOfficer:

In order to work with people, you have towork very hard at understanding people. Takethe time to take a personal interest in them.Many times just listening and trying tounderstand the reasons for non-performers or anegative attitude will answer many questionsand clear up misunderstandings before theybecome open conflicts. It is important for you,as a leader, to clear up anything that isn't clearin your mind.In listening, it is important you do sopatiently, even though you may not agree withthe information or don't feel it has anything to

do with what's being talked about. Showsimple acceptance (not necessarily agreement) byshaking your head or saying "I see."It is important to try to understand thefeeling the other person is showing as well aswhat he is saying. Go over the person's feelingquickly but accurately to encourage him to talk."You've convinced yourself you can't completethe project?" would be an example of askinghim a question that would encourage him tokeep talking.Allow time for those people assigned to youto talk to you without interruption. Show themyou are giving them your complete attention.

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When you are visiting with them avoidargument and questions about facts. Questioningfacts or being argumentative will make theperson you're talking with "clam up". (You cancheck the facts later.)When you want more facts about a Jayceeproject, repeat the information you want him toknow in the form of a question. He'll usually go

on to give you more information. Be sure tolisten to what isn't said, much like the localpresident did with his local officer earlier in thischapter. A person may leave out something thatis bothering him or something he wishes hadn'thappened.

If a person asks you what your opinion is,be honest with him. Try not to say anythingthat will influence him one way or the other.Don't get emotionally involved.It is up to you, as a leader, to know whensomebody you are working with wants to talkopenly and when you have to ask him verydirect questions. To listen takes time, but if youreally want to communicate and be an effectiveleader you must be willing to put yourself in theother man's shoes. When a person you areworking with isn't performing or misses a lot ofmeetings you will know it is time to talk. Look

back at the example of the local president andlocal officer on how to get him to talk.If you are speaking to a group of peopleand want to stress the importance of goodlistening, you can develop a test and at the endof a session give them a test on what wascovered. Give a "Golden Ear" award or something silly to the person with the most correctanswers. This is a good way to put an emphasison listening and review the points of yourmeeting.Note-taking is another type of communication. A leader can help people use this idea tomake sure there is a complete understandingbetween all people concerned. The secret ofnote-taking is to keep them clear. Whenpossible, make each note a complete sentence. Acomplete sentence will give you a tool for athought, and a thought is the reason for notetaking. Keep brief notes and as few as possible.The reason is simple: you can't listen very wellif you are busy writing all the time. Review yournotes later. Look them over and visualize howthe thoughts you have written down were used.In order to be a truly effective leader, youmust be able to communicate. It takes an effortto become good at communicating, but nothingwill help you more.

Here are some questions for you to reviewfrequently to make sure you are really communicating:

Work on any "NEEDS IMPROVEMENT". You will be well on the way to thesolution of a communications problem once youhave honestly answered these questions. Like allthe other phases of leadership, communicationstakes WORK. YES NO NEEDSIMPROVE

MENTI often fmd myself waiting for my turn to talk.I look for opportunities to compliment others.I am aware of the importance of listening in my daily life.When someone speaks to me, I give him my full attention.I assume every person has something worthwhile to say and I amanxious to understand them.I use questions with people I work with to clarify what they aretelling me.I listen past the words of people I work with and try to look at

his feelings.I take complete sentence notes to be sure I have gotten the completethought of people I work with.I ask questions designed to produce the answers I need.I use language the people I work with can understand.93


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DELEGATION

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Delegation is giving others the responsibilities and authority to make decisions forwhich you are accountable. As you can see,proper training of the people you delegate to isvery important because it reflects directly onyour leadership ability."Joe the Doer" is a prime example of whyyou must learn to delegate.As a new member, Joe joined the chapter,got turned on and volunteered to chair a project.As a project chainnan, Joe felt it was easier todo things himself than to develop a team or acommittee. Joe did the project and it was successful, so he ran for director and won. Joe feltIt was easier to do things assigned to his teamthan to try to involve those he was in charge of.The chapter had a good year and he ran forCommunity Development Vice President andwon. Now, Joe knows he can't count on theproject chairman in his area to do a good job, sohe literally handles the entire CommunityDevelopment area by himself. The chapter hadanother good year and he is the logical choicefor local president. Joe runs for president andwins ... and then suddenly realizes that he is ina position where he can't do it all alone. Joe hasnever delegated and has a difficult time gettingthings done through other people. The chapterhas a poor year.To be sure you don't end up like Joe theDoer delegate some of your responsibility to

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those assigned to you. Each of us has limitationsof time and should delegate authority to handleassignments to those we work with. When isthere a need to delegate?1. When a Jaycee project is not finished ontime.2. When a lot of little things prevent youfrom keeping up with your importantresponsibilities.3. When you are confused about who's doingwhat on a local project, in your district,region or state.4. When you have an overworked localchapter chairman. Example: Having one ofyour members chairing a 4th of July projectand in charge of the softball team at thesame time.5. Communications breakdown. You are notproperly working with people if you are notin constant touch with those on your team.

Delegating is not easy to learn how to doand you might have some road blocks set up inyour mind as to why you can't delegate. Let'slook at possible reasons why people don'tdelegate. (1) They haven't thought about it. Thisis proabably the biggest reason. Stop to thinkabout the talent around you and then give themsomething challenging to do. Example: The bosswho gave his secretary of six years the responsi-


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bility of answering letters that had been pilingup on his desk. This man realized that manyletters addressed to him didn't need his personalattention. He also realized his secretary knew theanswers to most of the questions they asked sohe let her answer them. This act of delegatingallowed the man more time to concentrate onmore important matters.(2) Some people don't want to delegate, like"Joe the Doer". They like to be known asworkhorses in their chapters. They really believeeverybody in the chapter will literally worshipthe ground they walk on. In the business world,this kind of person believes it gives him jobsecurity. This also may be because he is afraidthat those he delegates to will show him up. Ifyou fit into either of these two categories, youmust ask yourself why. You then must eitherlive with your insecurity or work on doingsomething about it. Remember that graveyardsare filled with people who thought the worldcould not survive without them.

(3) Some would like to delegate but don'tknow to whom. This problem usually comes upwhen the person doesn't feel the person hewould give the assignment to would fmish theproject. This type of perfectionist attitude deniespeople you are working with the opportunity togrow personally.

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(4) Some people doubt their ability to trainothers. This can be overcome by fmding some-body you know is a good trainer and have himdo the training. At the same time don't under-estimate your own ability to train others. Lookat it logically and who knows more about whatyou want accomplished on a project than youdo? You are the one who understnds what hasto be delegated, so really you are the best one todo the training. You might feel you don't havethe time to do the training. You might be right.Yes, it might take some of your time right nowto do some training, but think of it as helpingyou later when something else needs to be done.So many things don't get done at all becausepeople don't have time to do it themselves andwon't give somebody else a chance to do it.Learning to delegate and give other peoplethe chance to grow should be one of your toppriorities. Leaders need to help develop futureleaders through delegating responsibilities.Getting people to take on added responsi-bilities in Jaycees can be a problem for a leader.Let's look at some reasons why some peopledon't give you help when you need it.

1. Some people are just plain lazy. Some ofour members join so they can have the Jayceename on their resume. Other members run fortitles and not the job that goes with the title.


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Let the person you are working with helpplan his own duties. "Bill, when can you sitdown with me and go over what you want to doto promote and recruit people for PersonalFinancial Planning?"Do everything you can to help others besuccessful. Line up some people to volunteer totake the program and have them sit in differentparts of the room so it looks like support for theprogram is coming from all over the chapterinstead of from a select group or clique.Let the person assigned to you know whohe should report to. "Bill, you will be reportingto Jerry, our Individual Development VicePresident. Jerry has a lot of knowledge in thearea of Individual Development and most likelywill be able to help you when questions comeup you don't have answers to."Before you delegate, write down the namesof anybody you might be able to delegate to.Write down their strong and weak points andthen make a decision on who would do the bestoverall job.There are many benefits to delegating. You,as a leader, will have more time to plan forsuccess. Those you delegate to will have anopportUnity to grow as individuals. You areeducating people to new responsibilities anddeveloping future leaders.

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These individuals probably will never do anymore than they have to.2. Some peopleyou ask to help will say theyare too busy. This may be true. Look at whatthey are currently doing. Maybe this personcould do more if he managed his time better.

Show him time management techniques orsuggest he read "How To Get Control of YourTime and Your Life" by Alan Lakin.Give them a reason. Plaques, awards orpublicly letting people know what a person isdoing or has done is a good way to get somepeople to do the job. Take the time to explain tohim what the goal is and convince him to makeit his goal. People will do things for theirreasons, not yours.There are several ways to successfully dele-gate. Let them know what you want done andthat you have the confidence they can do it. Acouple of approaches you might use. "Bill, youreally added a lot to the Communications Dyna-mics program and I would like to have you bethe chairman for Personal Financial Planning.This is a job I know you would be very capableof doing." Or, "Scott you led our chapter inrecruting members last year and we want to doan extension this year. We need you to chair theextension and show the newer members how tosign up new Jaycees."


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DELEGATION EFFECTIVENESSCHECKLIST

YES NOYES

NOYES

NOYES

NOYES

NOYES

NOYES

NOYES

NOI provide the people I work with complete information on policy andprocedure as it relates to their jobs before I give them an assignment. _I define precisely the limits of responsibility before I let him go aheadon his own. _When I delegate a respo~ibility, I follow up to see how it is done. _I explain planning to my people but I don't make decisions for them. _I develop initiative in people I work with so they can handle emergencysituations on their own when they come up. _I try to correct errors through explanation, rather than criticism. _I try to teach people I work with to find answers on their own. _I don't openly criticize people I work with. When a person must reversehis decision, I tell him privately and let him make the changes himself. _People I work with can count on my backing. I won't let members goover the heads of people I have delegated to in order to get a decisionchanged. YESI will take the responsibility for all decisions made by people I workwith. People I have given responsibility to are responsible to me and Iam responsible to the membership. YESWORK ON THOSE YOU HAD TO. ANSWER "NO".

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NO

NO

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That same chapter president had to replacetwo members of his board of directors. It is noteasy to replace people even if you have looked atyourself to see if you are his problem, given himextra training, relieved part of his duties due topromotions he got at work, changed the personhe reports to and have talked to him about overcoming his problems. The chapter presidentknew both men had been promoted at theirrespective jobs so he visited with his best friend,his wife and even prayed about how he wasgoing to tell them they had to be replaced forthe good of the chapter. He took both of themout to lunch seperately to tell them. The firstofficer he talked to knew what the lunch was forand apologized for not having resigned. He hadbeen promoted at the bank and had additionalresponsibilities that prevented him from being agood officer. The second officer "blew up" at thethought of being replaced. The chapterpresident asked him about poor anendance atgeneral membership and board meetings. Theofficer said he had been awfully busy becausehis company now owned three lighting storesinstead of one and he was the accountant incharge of sening up their books and training thebookkeepers. The chapter president explainedthat he knew he was very capable and had a lotto offer the chapter, but realistically he didn'thave the time to share that talent with the restof the chapter. The president suggested that hegracefully resign due to business commitmentsand run for an office when he had the time todevote to doing a good job. He explained thateverybody in the chapter could understandadded job duties, but not too many would beunderstanding of somebody holding an officeand not doing the job. Both of these men havesince held offices and five years later continue tobe Jaycees.

HANDLING NON-PERFORMERS

Identify the problem.1. Look in the mirror - ask yourself thesequestions:Have I taken the time to understand him asa person?Have I been fair and honest in dealing withhim?Have I given him my full support?Have I offered him encouragement?Have I fully explained his job responsibilities?Have I explained the benefits he can gainfrom doing his job well?Have I worked with him in establishinggoals?Do I make sure others don't interferewith him when he's doing his job?Have I given him the necessary help?Do I give him credit for what he has doneor do I take the glory from his work?Do I praise in public and correct inprivate?2. Ask these questions about him:Is he overloaded?Are outside influences such as work,family, health, etc., affecting his ability tocarry out his Jaycee duties?Does he understand what he is supposedto be doing?Does he understand how important hisjob is to the total effort?Is he afraid to ask for help?

What Can Be Dotle1. Additional training.2. Praise and encourage him and his efforts.3. Reassign part of his responsibilities.4. Talk to him personally about overcominghis problems. Be sure to spend more timelistening than talking. Be sure the visitwith him is in private.5. Change the leader he reports to.6. Change your approach in working withhim.7. Get help from your assigned state officers.8. Change his duties.9. If you know you are the problem,straighten yourself out.10. If all of the above fail, replace him.

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How To Replace A Non-Performer1. If you have taken the time to go overwhat was just covered, you may not haveto replace him, he may resign.2. Meet with him in private and allow himthe opportunity of resigning gracefully.Offer to announce a reason that will notembarass him. Like, "Due to moreresponsibilities at work, Jerry will have tostep down as a director."3. Review with him the provisions of yourbylaws regarding the replacement ofofficers.

4. Secure a performance commitment fromhim at a board meeting in front of hisfellow officers.

5. Handled properly, replacing a nonperformer may be in his best interest.

Take the time to know your people, givethem leadership training and most of allremember that you are in the "PEOPLEBUSINESS" and you will have a minimum ofnon-performers.

SUMMARY"I consider my ability to arouse enthusiasm

among the greatest assets I possess, and the wayto develop the best that is in a man is byappreciation and encouragement. There isnothing else that so kills the ambitions of a manas criticism from his superiors. I never criticizeanyone. I believe in giving a man incentive towork." Charles Schwab

Look at this guide as a working handbookon dealing with others. Whenever you areconfronted with a specific problem hesitateabout doing the natural thing, the impulsivething. Stop and turn back to the pages in thisguide and review the paragraphs that you feltwere important, then try them.

This guide is designed for YOU, becauseyou are important to the lives of others. YOUhave been trusted with guiding the lives of otherpeople and this guide will help you be the bestyou can be.Remember the words of Dale Carnegie:"The person that is not interested in his fellowman has the greatest difficulties in life."

If you fail to use the opportunity to develop somebody you are working with, youare personally responsible for robbingsociety of a potentially productive humanbeing.

APPENDIXWORKING WITH PEOPLE THE FUN WAYRetreats-Resort areas are sometimes free, particularly ifyou give them the time to make a sales pitch.- Retreats can be a very useful way of getting allthe people you work with to get to know eachother bener. Some of the ways you can use aretreat:-Planning session-Fun and work session-Members sharing the same cabin, getting to knoweach other-Board meetings-Re-evaluation session-Always do some work - the relaxed atmosphere istoo great to lose.Rap SessionsRap sessions allow people to really speaktheir minds. Brainstorming at these sessionsbrings new ideas to your team. Some things rapsessions do:-Give team membersan informal discussionsetting.-Help your team develop a theme or major area ofdiscussion.-It is a place where eveyone's ideas must berespected.-Everyone must begiven an opportunity tocontribute.Socials

Make your team fun! Socials are a goodway of gening all of your teams' familiestogether. Here are some ideas to get your"family" team together.-Picnics-Football games-Potluck suppers- "Bring your own cocktail" party-Christmas/holiday parties-Think of your own and useyour imagination

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WORKING WITH PEOPLE FORMMEMBER'S NAME ----------- Jaycee I.D. Number _Wife's name Children's name(s) age __ , ageAddress City ZipHome phone Work phone ( ) Please don't call at workSend mail to ( ) Home ( ) BusinessOccupation Employer _Work address City Zip _Boss' name Job titleBoss' attitude toward Jaycees: _

SPECIAL OCCASIONS:Member's birthday: Wife's birthday Anniversary: _Church & Activities:

Hobbies: _

Special skills: _

Work with other community organization (offices held, commitments) _

Date joined: Signed by: _Former chapter: Offices held:Awards earned:Why did he join? _

Areas he has expressed an interest in: _

(please put additional information on back)101

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During :i hike 1!1 the wooos, a troup of Boy Scou ts camec!o's ;\11 :Ji)andun~d -,edion of railroad track. Each, in tUIII,ri.;d \\".tlki:1g lhe raiis but eventl1a!ly lost his balance andt'mblcd off.Suuoenly two of the boys, after considerable whispering,

,rrl'red to kt that they could both walk the entire length ofbe track without ialling off. Challenged to make good their-oast, t!w 1\"") boys jumped up on opposite r:Jils, extendt:d aland to baLmcc each other and walked the entire section ofrack with nu difficulty w:latever.1'h;s cuoperative effort was described ;n Bits & Pieces,:eonomics Press, Inc .. publicatioIl. which points to thencident as a primc l'xamplc oi accomplishing a task througbea Il1W l)r k.Thl' d:!)' of tltc hermit and lone wolf is gOIlC forever. We

io things better, we produce more and we live better bylclping. each other. The person who lends a helping hand!cnl'fils hi,nscif at the same time tbat he helps the otl}er!{'rsonThe reverse is also truc. When we don't help each other,I'hen we dun't cooperate, the whole system starts to rattle andhake -- whether it be a community or a business.In the Imsincs~ wor!J t:le difference between a successfulcompany and a poor one, an effeclive departJ~1ent. and anneft'icient one is quite often a reflection of the cooperation Ir !ack of it -- among the people who work there.Whcn the:e's 110 cooperation .- no spirit of the helpinglanu frl'e]y l'xtl'ntkd - what might I,ave been an interesting,:haJienging assignl11ent becoll1cs ~1grudging chore.

But when people willingly help each other, that spirit ofe:ul1work has a way of removing any unpleasant aspects of the00 ;,head for a dep~ltment or a company.Worth thinking about.

- The Pickup, United Parcel Service

TEN COMMA~H)MENTSOF PEOPLE RELAT~ONSI. Thou shalt love 11eojJl~, not just use them.n. Thou shalt develop thy understanding.m." -,. shalt compliment more than criticize.IV. '1'.10\1 shalt not get angry.If you are right, you don't need to.If you are wrong', you can't afford to.V. Thou shalt not argue.It's no use to win the argument and lose thepeople.VI. Thou shalt be kind.

You had better be kind to people you meet onthe way up!They are the same ones you meet on the waydown.

VII. Thou shalt have a sense of humor.VIII. Thou shalt smile.IX. Thou shalt practice what thou prcachest.X. Thou shalt establish a long-range habit of peoplemanship. Good human relations can be the I~ey

that opens the door to ~'our business success.

Sooner of later a man, if he is wise,:Jiscovers that life is a mixture of good:Jays and bad, victory and defeat, give andtake.lie learns that it doesn't pay to be a toosensitive soul: that he should let some

things go over his head like water off aduck's back.He learns that he who loses his temper

usually loses out.He learns that all men have burnt toastfor breakfast now and then, and that heshou!dn't take the other fellow's grouchtoo seriously ..He learns that carrying a chip on his

shoulder is the easiest way to get into afight.He learns that the quickest way tobecome unpopular is to carry tales andgossip about oihers.He learns that buck-passing always

tums out to be a bo()l/1e~ang, ar,d that itnever pays .

He comes to realize that the businesscould run along perfectly well withouthi(n.He learns that it doesn't matter somuch who gets the credit so long as thebusiness benefits.He learns that even the janitor is human

and that it does no harm to smile and say"Good Morning," even if it's raining.He learns that most of the other fellowsare as ambitious as he is, that they havebrains as good or better, and that hardwork, not cleverness, IS the secret ofsuccess.He learns to sympathize with theyoungster coming into the business,Uecause he remembers how bewildered

he was when he first started out.He learns not to worry when he loses an

order, because experience has shown thatif he always gives his best, his averagewill break pretty well.

n

He learns that no man ever got to firstbase alone, and that it is only throughcooperative effort that we move on tobetter things.He learns that bosses are not monsters,trying to get the last ounce of work out ofhim for the least amount of pay, but thatthey are usually pretty good fellows whohave succeeded through hard work andwho want to do the right thing.He learns that folks are not any harder

to get along with in one place thananother, and that the "getting along"depends about ninety-eight percent on hisown behavior.

Documents

Guide to Working With People