Thursday, July 27, 2006
'If you’re indispensable, something’s wrong!', says Carole Spiers, female keynote speaker.
Indispensable.
A label that is both flattering and frightening.
It does not in fact benefit any organisation when one person is so crucial to its survival.
But it’s easy to see where the indispensability myth starts.
Self-reliance taken too far
For the best reasons, a career-beginner is encouraged to be self-reliant, to work to the highest standards, to root-out bad habits, and to be intolerant of low performers. And the underlying proposition is based on individual responsibility - with a strong suggestion of being indispensable on the small scale.
Later, when they move up and start supervising others, they try to enforce these high standards right across the department - and inevitably there are teething troubles. Along with certain popular cries:
“In the time it takes to explain it to this newcomer, I could have done the job myself”
True, but not the point - and in fact a thoroughly short-sighted view of the position.
If you did the job yourself, you would be neglecting other, more heavyweight tasks which represent a better use of your time.
When the newcomer eventually gets the hang of the job, the system will be working correctly.
“The job simply hasn’t been carried out to the standards we’ve been achieving.”
Yes, that’s teething - and your system must allow for it. Like losing a bit of acceleration when you change up a gear.
For an initial period, you’ll be having to spend more time than usual checking the work in detail.
The ‘rule of three’ has been found reliable: your newcomer will probably take three shots to get the routine right. Only after that should you declare the situation problematical.
“Letting go is the hardest part…”
Delegation is always hard, but it’s like adjusting your vision from short-range to long-range.
As leader, it is for you to focus exclusively on the big picture, the strategic overview - and make sure the others understand their responsibilities relative to it.
Identify the tasks that only you can do, and leave all the rest to those you have delegated, making sure that the systems are firmly established and understood.
Carole Spiers – successful entrepreneur occupies a special niche as a motivational speaker who brings together the separate cultures of individual empowerment and executive management - proving to corporate business that empowered employees improve performance and output. Carole’s keynote presentations have educated and inspired audiences all over the world. She is also a high profile broadcaster, journalist and current President of the London Chapter of the Professional Speakers Association.
Our publications and sales CDs have been sold globally. To sign up for our FREE success quotations http://tinyurl.co.uk/yhgv, or for more information email info@carolespiers.com to telephone +44 (0) 20 8954 1593 a href="http://www.carolespiers.com/">http://www.carolespiers.com/
A label that is both flattering and frightening.
It does not in fact benefit any organisation when one person is so crucial to its survival.
But it’s easy to see where the indispensability myth starts.
Self-reliance taken too far
For the best reasons, a career-beginner is encouraged to be self-reliant, to work to the highest standards, to root-out bad habits, and to be intolerant of low performers. And the underlying proposition is based on individual responsibility - with a strong suggestion of being indispensable on the small scale.
Later, when they move up and start supervising others, they try to enforce these high standards right across the department - and inevitably there are teething troubles. Along with certain popular cries:
“In the time it takes to explain it to this newcomer, I could have done the job myself”
True, but not the point - and in fact a thoroughly short-sighted view of the position.
If you did the job yourself, you would be neglecting other, more heavyweight tasks which represent a better use of your time.
When the newcomer eventually gets the hang of the job, the system will be working correctly.
“The job simply hasn’t been carried out to the standards we’ve been achieving.”
Yes, that’s teething - and your system must allow for it. Like losing a bit of acceleration when you change up a gear.
For an initial period, you’ll be having to spend more time than usual checking the work in detail.
The ‘rule of three’ has been found reliable: your newcomer will probably take three shots to get the routine right. Only after that should you declare the situation problematical.
“Letting go is the hardest part…”
Delegation is always hard, but it’s like adjusting your vision from short-range to long-range.
As leader, it is for you to focus exclusively on the big picture, the strategic overview - and make sure the others understand their responsibilities relative to it.
Identify the tasks that only you can do, and leave all the rest to those you have delegated, making sure that the systems are firmly established and understood.
Carole Spiers – successful entrepreneur occupies a special niche as a motivational speaker who brings together the separate cultures of individual empowerment and executive management - proving to corporate business that empowered employees improve performance and output. Carole’s keynote presentations have educated and inspired audiences all over the world. She is also a high profile broadcaster, journalist and current President of the London Chapter of the Professional Speakers Association.
Our publications and sales CDs have been sold globally. To sign up for our FREE success quotations http://tinyurl.co.uk/yhgv, or for more information email info@carolespiers.com to telephone +44 (0) 20 8954 1593 a href="http://www.carolespiers.com/">http://www.carolespiers.com/
# posted by Carole Spiers @ 9:58 PM 
