The Coaching Matrix – How to Manage Delegated Work

How to Manage Those Delegated To

by Andrew Cooke, Growth & Profit Solutions

This looks at how to assess what are the best ways to manage those doing delegated work.

delegate effectivelyThis follows on from a previous article – The Art of Effective Delegation – which provides a 5-step process for effectively delegating work.

Now you have delegated the work, how can you best manage those to whom you have delegated the work? Different people have different requirements and need to be managed in different ways.

Although the content of the work will vary, there are two key factors which can be assessed for each individual – their enthusiasm to do the work, and their level of skills.  This can be seen in the Coaching Matrix below.

Coaching Matrix for Delegated Work

Coaching Matrix

Assessing each individual for each delegated piece of work allows you to do two things: firstly, to identify the coaching method that will work best for each individual in doing the delegated work and; secondly, to identify what needs to be developed with each individual in order to move them to a position of trust.

The 4 Coaching Methods                               

1.      Supervise – Low Enthusiasm/Low Skill.

Here the individual has low levels of enthusiasm and skills in doing the delegated work.  Here you need to regularly review the work they are done and whether it is up to standard, and find out what motivates them.

2.      Motivate – Low Enthusiasm/High Skill.

The individual has low levels of enthusiasm and a high level of skills in doing the delegated work.  They are able to do the work, but are rather complacent or lazy about doing this.  You need to help them motivate themselves by enabling them to understand how they can benefit from doing so, or by creating peer pressure (e.g. ‘everyone at your level does this’), or having a suitable blend of carrot and stick.

3.      Instruct – High Enthusiasm/Low Skill.

Here the individual has high levels of enthusiasm and low skills in doing the delegated work.  They need to be instructed on how to do the work, this may include pairing them with someone who is skilled in doing this, or taking them through the task into separate stages and reviewing the work with them at each stage and checking their understanding.

4.      Trust – High Enthusiasm/High Skill.

Here the individual has high levels of enthusiasm and high skills in doing the delegated work.  This is the ideal place for a person to do the delegated work to be.  You can leave them to do the job and review once it has been completed, or just have them tell you when the work is done.

The Coaching Matrix for Delegated Work allows you to assess how you can best assist those to whom you have delegated the work, based on their levels of enthusiasm and skills for the work.  People, dependent on the work, will often be in different quadrants – so this helps you customise your approach to help them develop as necessary to get the work done effectively.

Use the worksheet below to help you determine what is needed for whom.

Delegated Work Worksheet

Delegation Worksheet

Remember, delegating effectively allows managers and leaders to free up time; ensure the work is down to the right person at the right level and on-time; helps to develop people and their capabilities, and allows the managers and leaders to focus on what is important – not just what is urgent.

So what are you going to delegate, to whom and how will you coach them to do the work effectively and to grow personally?

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The Importance of Trust & How To Address a Lack of It

The Must of Trust

How trust underpins business, how to gain it, and the costs of losing it

by Andrew Cooke, Growth & Profit Solutions

Hard to earn, and easy to lose – trust underpins business and all our relationships, professional or personal.  It is a must. So how can leaders accelerate the trust that they can engender from others.  What can we do to improve the speed of trust?

Building TrustThe most effective way for a person to build trust is, through their behaviour; to demonstrate their ability and capacity to keep their commitments.  In doing this the individual needs to keep to the process of Make, Keep and Repeat – continually keeping commitments builds trust makes things happen faster, with less stress and makes things more enjoyable. This can be risky for managers to do but it helps them to build trust quickly and efficiently – especially in difficult situations.

Make, Keep and Repeat

So let’s look at the power of each step:

1. Make – making public a clear, defined commitment that is specific, measurable and has a clear date set to it.  This removes ambiguity and holds you to a commitment to which you can be held accountable.  Yes, you as the manager or leader are making yourself accountable to your reports or peers. Making a commitment builds hope.

2. Keep – demonstrating the fact that you have met your clearly articulated commitment as previously defined.  You need to actively publicize this.  People need to know that you have done this; you cannot assume that they will know because you have done it.  Furthermore, proving that you are keeping your commitments gives you right to expect them to reciprocate i.e. they will make, keep and repeat in terms of their own commitments.

3. Repeatthis develops consistency, belief in you, and proof that your actions mirror your words.  When people see a discrepancy between what you say and what you do, they will always follow what you do.  By repeating this process you are establishing and creating an avatar for others to model their behaviours on.

Extending Trust

A good way to increase trust is to trust others.  Trust is usually reciprocated –the more you give, the more you get.  So if management doesn’t trust, then it cannot expect to be trusted.  In doing this you give trust smartly, not blindly.

“Trust Taxes”

Trust taxes are costs that you incur when there is little or no trust. When trust goes down, speed also goes down and cost goes up.  This is a “tax” – and these taxes can double the cost of doing business.

There are 7 types of “trust taxes”:

1. Redundancy & duplication with smaller spans of control – if there is less trust, then you will find that tighter control develops over smaller areas, and that there is unnecessary duplication of resources to offset the increase in perceived risk.

2. Bureaucracy – with less trust so procedures and systems become more cumbersome in order to bridge the perceived gap between what is needed and what is available in providing security and consistency in the work done.  In the US there is the retailer Nordstrom, where its high levels of trust are reflected in its “one card operating manual”: on one side of the card it says – “We have one rule… – on the other side it says “use your best judgement in all situations”.

3. Politics – more silos develop and turf wars become more prevalent.  Less trust results in individuals putting their agenda ahead of others and the business overall, it also creates a “fixed mindset” where people see the pie as fixed, so that they only way they can get a larger slice of the pie is at the expense of somebody else e.g. different departments negotiating for budget allocation will compete against each other for it.

4. Disengagement a lack of trust reduces staff engagement as they do not believe that their leaders have their interest at heart.  This is reflected in research which shows that 96% of engaged employees trust their leaders, whereas only 46% of employees who are disengaged.

5. Turnover of Employees – as disengagement increases, so staff perceive roles and jobs elsewhere as more attractive which, previously, they might not have considered.

6. Churn – low trust also extends to customers and other stakeholders who now see other businesses as more attractive and less risky.

7. Fraud – with lowering levels of trust there is a lower level of integrity increasing the likelihood of fraud being committed within the company.

How Does Management Address a Lack of Trust?

1. Frame it in economic terms

The issues of trust, or rather the lack of it, needs to be framed in economic terms, otherwise it will become a ‘nice to have’ initiative, not an economic issue.  What is the impact of speed and cost on every dimension of the company; ask yourself if you could improve it then what would the impact be e.g. in innovation, execution, or strategy.

2. Make trust a specific objective

Make so it is not seen as a nice by-product, but rather as a way of improving which inspires trust and confidence.

3. Focus on instilling practicing and applying the behaviours that engender trust in the company.

It is not just the softer behaviours, but also the harder results, that help to drive results.  People need to be seen to be performing and being credible, this gives trust, and helps to drive it.

Trust is key for driving good business, and for avoiding the costly implications of the seven “trust taxes”.  Build trust for yourself, for your managers, reports and peers within your company and for those with whom you have relationships (or want a trusting relationship). To do this Make Commitments, Keep Commitments and Repeat.

Click here to find out more about Andrew Cooke and Growth & Profit Solutions.

The 1 Thing Most People Want from Their Boss

How you can improve employee commitment and engagement by demonstrating respect?

A recent Forbes article revealed that 65% percent of people would rather have a different boss than a raise!

Take that in for a moment; people would trade money for a better boss. Furthermore, a recent study by Harvard Business Review of 20,000 employees around the world found that the most important things managers want from their managers is respect.

So as a leader how do you demonstrate and provide respect to your people?

Here are a number of things you can do:

  • Goals – be clear on what you want them to do and achieve. What are their goals and how do they contribute to a greater purpose? Make sure you are clear on how this fits into what you are looking to achieve.
  • Learning – help your staff understand what they need to learn, and why, so they can perform to the best of their ability.  You also need to ensure that they have the necessary access to the skills development and support in developing the necessary capabilities and capacity.
  • Communication – help them to communicate with you. In doing this make sure your people are not only able to communicate with you, but that you create an environment where they can take the initiative and responsibility for communicating and engaging with you.
  • Empathy – help people to understand where you are coming from, and actively listen to understand where they are coming from. In doing so help them to understand what your priorities and why they are important. Look to help them align them with the goals of your business.
  • Relationships – respect is based on knowing and understanding each other. Help people to understand how they ‘fit’ into the team and contribute. Help them to answer for themselves the question “How can I help?” This allows you and them to develop the necessary insights, advice, and understanding on how you can both work together most effectively.
  • Feedback – you need to provide timely and regular feedback to others as to how they are performing and how they can improve.
  • Reflection – take time out to reflect and think about how you are working with others, and how they may perceive you as a result.

You may be the boss, but everything with your people runs along a two-way street. Being a boss does not give you respect, you have to earn it. These tips will help you to develop the respect that you need to have to operate with the active support and endorsement of your people.

So what are the benefits of this? Well, no other leader behavior had a bigger effect on employees. Being treated with respect is more important to employees than recognition and appreciation, communicating an inspiring vision, providing useful feedback — even opportunities for learning, growth, and development.

Those that get respect from their leaders reported 56% better health and well-being, 1.72 times more trust and safety, 89% greater enjoyment and satisfaction with their jobs, 92% greater focus and prioritization, and 1.26 times more meaning and significance. Those that feel respected by their leaders were also 1.1 times more likely

So, in improving how your people perceive they are treated with respect, how are you going to do this and what are you going to do first? Now is the perfect time to start!

To view or download a PDF version of this blog click here

Share your thoughts and ideas here, or email me at andrew.cooke@business-gps.com.au

If you found this article of use or interest please don’t hesitate to share it with others.

Click here to find out more about Andrew Cooke and Growth & Profit Solutions.

The Trust Equation

Trust underpins relationships, and relationships underpin business. Good business is built on good relationships, but we rarely look at how we build good trust.

This is important as when we think of trust and what it means, we quickly realize it encompasses many things. We use the word “trust” to:

  • Interpret what people say
  • Describe behaviors
  • Decide if we feel comfortable sharing information
  • Indicate whether we feel other people have our interests at heart

The Trust Equation

This is a good model to understand, assess and build trust on a two-way basis.

The Trust Equation uses four objective variables to measure trustworthiness. These four variables are best described as: Credibility, Reliability, Intimacy and Self-Orientation.

We combine these variables into the following equation:

TQ1

The four variables include:

  • Credibility – this focuses on what we say.
  • Reliability – this focuses on what we do.
  • Intimacy – this focuses on the feelings of safety or security that we feel when we entrust someone with something.
  • Self-Orientation – this is the extent to which a person’s focus is on himself/herself, or on the other person.

To increase trust you need to either increase the numerators, or to reduce the denominator, or both. Trust, as such, is personal.

Use this tool to assess the level of trust you have between yourself and a colleague, or a customer or partner. Try it from your perspective, and then try to look at the level of trust from their perspective. How do they differ and why? Where are they similar and why? What do you need to do to improve your Trust Quotient score with them?  How might they increase their Trust Quotient score with you?  In short, what do you both need to do to improve your respective levels of trustworthiness?

Scoring:

  • For Credibility, Reliability and Intimacy: Score them out from 1-10 where 1 is low, and 10 is hi
  • For Self-Orientation: if the focus is of the person is on himself/herself then score it high, and if it is on the other person then score it low.

From this you can score a maximum of 30 ((10+10+10)/(1)) to a minimum of 0.3 ((1)+(1)+(1))/10)).

In the example below there is a score of 2.625.  Although there are strong scores for Credibility, Reliability and Intimacy the denominator, Self-Orientation, reflects that the individual is more focused on herself and her interests than those of the other party.  In short, to improve her trustworthiness she needs to be more focused on the other person.

TQ2

Use this for yourself.  What does it tell you about what you have to do, with whom, and how?

 

To find out more and discuss this and other ways to improve leadership effectiveness and organizational performance further contact Andrew Cooke (MGSCC), call Andrew Cooke on +61 (0)401 842 673 or andrew.cooke@business-gps.com.au

You can also find further insights and a wealth of material on business and leadership on Andrew’s other blog – Growth & Profit Solution Blog. There are also a large number of resources at his Blue Sky GPS Website, and these can be found Blue Sky GPS Resources.

About Andrew Cooke & Blue Sky GPS (Growth & Profit Solutions)