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Personal EVA is similar to business Economic Value Add
Chapter 10
p.1
I often hear people in referring to “EVA”. At first I thought they were speaking of some electrical component. Now I suspect it has something to do with business success. Can you explain it to me?
We widely refer to Economic Value Add. EVA for short, is the most effective way of measuring business success.
EVA is the final measure of business value. It is what investors will pay for the business. The market usually looks at two aspects:
Results: Profit measured in Rands and Cents.
Expectations and confidence:
The market’s expectations of the company’s ability to sustain, repeat and grow the profit stream. (Usually reflected in the P/E rate.)
Personal EVA is similar in that it is measured in terms of what you are worth to the company, your actual results and your economic value added to the business. Here you create space for sustainable personal income.
Are you telling me that the value of the company is related to the margins that I made on my last deal?
But how does it all hang together and how can I improve my performance?
The following diagram explains what the Economic Value Add (EVA) of our business is all about.
If your employment does not translate into more profit, why should your relationship with the company continue?
You will have noticed that this book contains several diagrams which explain key aspects of business and the company. It will be worth your while studying these carefully. For instance The Order Cycle, Areas of Growth.
Using the same diagram from the previous page, I will explain how your individual EVA ties in with the EVA of the company. By following these guidelines, you should definitely be able to improve your contribution.
Let’s say this diagram represents two moments in time relating to you:
In order to raise your
individual EVA and
contribute towards
growing the EVA of
the company, you
have to improve two
factors which in
effect create a:
a) Increase the
customer Net
Value Potential.
b) Increase the
Customer’s
Customer Value
Potential.
Raising profit by
increasing the price without a
corresponding lift of
factors and would hardly make good business sense. Profits can be raised by increasing sales and/or expanding the market. This reduce expenses and drives cost down.
Well, I am beginning to understand EVA. I guess if one improves all the elements listed above, you must be able to make a contribution to the wealth of the company.
But what else can I do?
Let me add five key truths about increasing EVA:
Understand cost and value.
Measure and communicate value.
Optimize cost.
Increase value.
Increase market.
Remember the following fundamental concept:
Wealth = Sustained profit over time + Growth

Personal EVA is similar to business Economic Value Add

Chapter 10 p.1

w&t_question

I Ask

I often hear people in referring to “EVA”. At first I thought they were speaking of some electrical component. Now I suspect it has something to do with business success. Can you explain it to me?

w&t_exclamation

I Answer

We widely refer to Economic Value Add. EVA for short, is the most effective way of measuring business success.

EVA is the final measure of business value. It is what investors will pay for the business. The market usually looks at two aspects:

1. Results: Profit measured in Rands and Cents.

2. Expectations and confidence: The market’s expectations of the company’s ability to sustain, repeat and grow the profit stream. (Usually reflected in the P/E rate.)

Personal EVA is similar in that it is measured in terms of what you are worth to the company, your actual results and your economic value added to the business. Here you create space for sustainable personal income.

w&t_question

I Ask

Are you telling me that the value of the company is related to the margins that I made on my last deal?

But how does it all hang together and how can I improve my performance?

w&t_binoculars

I Explain

The following diagram explains what the Economic Value Add (EVA) of our business is all about.

w&t_ch10_a_understanding_profit_and_economic_value_add

w&t_elephant

I Advise

If your employment does not translate into more profit, why should your relationship with the company continue?

You will have noticed that this book contains several diagrams which explain key aspects of business and the company. It will be worth your while studying these carefully. For instance The Order Cycle, Areas of Growth.

w&t_ch10_b_understanding_profit_and_economic_value_add

w&t_binoculars

I Explain

Using the same diagram from above, I will explain how your individual EVA ties in with the EVA of the company. By following these guidelines, you should definitely be able to improve your contribution.

Let’s say this diagram represents two moments in time relating to you:

In order to raise your individual EVA and contribute towards growing the EVA of the company, you have to improve two factors:

1. Increase the customer Net Value Potential.

2. Increase the Customer’s Customer Value Potential.

Raising profit by increasing the price without a corresponding lift of factors and would hardly make good business sense. Profits can be raised by increasing sales and/or expanding the market. This reduce expenses and drives cost down.

w&t_question

I Ask

Well, I am beginning to understand EVA. I guess if one improves all the elements listed above, you must be able to make a contribution to the wealth of the company.

But what else can I do?

w&t_exclamation

I Answer

Let me add five key truths about increasing EVA:

  1. Understand cost and value.
  2. Measure and communicate value.
  3. Optimize cost.
  4. Increase value.
  5. Increase market.
w&t_elephant

I Advise

Remember the following fundamental concept:

Wealth = Sustained profit over time + Growth

A frame of mind which seeks mutual benefit in all interactions
Chapter 4
p.5
What does “Win-Win” really mean and what do I do about
developing a Win-Win mind set?
In his best-seller “The Seven Habits of Highly Effective People,” Steven Covey defines Win-Win as a frame of mind which constantly seeks mutual benefit in all human interactions.
Win-Win means that agreements or solutions are mutually beneficial, mutually satisfying.
With a Win-Win solution, all parties feel good about the decision and feel committed to the action plan.
Win-Win sees life as a cooperative, not a competitive arena. Most people tend to think in terms of dichotomies: strong or weak, hardball or softball, win or lose. But that kind of thinking is fundamentally flawed, because it is based on power and position rather than principle.
Win-Win is based on the paradigm that there is plenty for everybody, that one person’s success is not achieved at the expense or exclusion of the success of others.
Win-Win is a belief in the third alternative. It’s not your way or my way; it’s a better way, a higher way.
To grow a Win-Win mind set, you need to focus on the development of three character traits:
Integrity
Integrity means:
Treating everyone by the same set of principles.
Conforming reality to our words – keeping promises
and fulfilling expectations.
Being loyal to those who are not present.
Maturity
Maturity is the balance between courage and consideration. Expressing feelings and convictions with courage balanced with consideration for the feelings and convictions of another person requires maturity, particularly if the issue is very important to both parties.
An Abundance Mentality
An abundance mentality flows from a deep inner sense of personal worth and security. It is a paradigm that states that this is a world of plenty and that there is enough for everybody. It results in the sharing of prestige, of recognition, of profits, of decision making. It opens possibilities, options, alternatives and creativity.

A frame of mind which seeks mutual benefit in all interactions

Chapter 4 p.5

w&t_question

I Ask

What does “Win-Win” really mean and what do I do about

developing a Win-Win mind set?

w&t_exclamation

I Answer

In his best-seller The Seven Habits of Highly Effective People, Steven Covey defines Win-Win as a frame of mind which constantly seeks mutual benefit in all human interactions.

  • Win-Win means that agreements or solutions are mutually beneficial, mutually satisfying.
  • With a Win-Win solution, all parties feel good about the decision and feel committed to the action plan.
  • Win-Win sees life as a cooperative, not a competitive arena. Most people tend to think in terms of dichotomies: strong or weak, hardball or softball, win or lose. But that kind of thinking is fundamentally flawed, because it is based on power and position rather than principle.
  • Win-Win is based on the paradigm that there is plenty for everybody, that one person’s success is not achieved at the expense or exclusion of the success of others.
  • Win-Win is a belief in the third alternative. It’s not your way or my way; it’s a better way, a higher way.
w&t_binoculars

I Explain

To grow a Win-Win mind set, you need to focus on the development of three character traits:

1. Integrity

Integrity means:

  • Treating everyone by the same set of principles.
  • Conforming reality to our words – keeping promises and fulfilling expectations.
  • Being loyal to those who are not present.

2. Maturity

Maturity is the balance between courage and consideration. Expressing feelings and convictions with courage balanced with consideration for the feelings and convictions of another person requires maturity, particularly if the issue is very important to both parties.

3. An Abundance Mentality

An abundance mentality flows from a deep inner sense of personal worth and security. It is a paradigm that states that this is a world of plenty and that there is enough for everybody. It results in the sharing of prestige, of recognition, of profits, of decision making. It opens possibilities, options, alternatives and creativity.

Creative and objective problem solving
Chapter 6
p.5
When I find out what a customer’s or colleague’s needs are, I try to give them the best service every time they call.
However, you won’t believe how many customers I’ve lost over the last few months. Can you think of a reason?
More of the same doesn’t always add value to the other party. Sometimes less of the same equals more value added. You cannot apply the same mode of thinking under all circumstances.
Sometimes you have to apply creative thinking (second order thinking) in dealing with situations, especially when things are no longer working.

Creative and objective problem solving

Chapter 6 p.5

w&t_question

I Ask

When I find out what a customer’s or colleague’s needs are, I try to give them the best service every time they call.

However, you won’t believe how many customers I’ve lost over the last few months. Can you think of a reason?

w&t_exclamation

I Answer

More of the same doesn’t always add value to the other party. Sometimes less of the same equals more value added. You cannot apply the same mode of thinking under all circumstances.

Sometimes you have to apply creative thinking (second order thinking) in dealing with situations, especially when things are no longer working.

More of the Same=Less

Less of the Same=More

First order principle:

More of the same = More

When a client is happy with your services, then offer more of the same service.

More of the same = Less

When a customer is not satisfied with your services and you still push the same product, the client will either give you less or no business at all.

Linear thinking
(1st order)

Useful when things are working:

  • Logical and predictable digging of the same hole
  • Same stimulus
    Same response
  • Inside the system
  • First order thinking
  • “A” means “B”
  • Conclusive
  • Input directed
  • Inflexible

Lateral thinking
(2nd order)

Essential when things are no longer working:

  • Unpredictable
  • Digging another hole somewhere else
  • Change stimulus
  • Change responses
  • Outside the system
  • Second order thinking
  • What else could “A” mean?
When there is acceptance When there is resistance
Using the Career Development Guide
Chapter 1
Within the pages of the Walk & Talk guide you will find many very useful tools and processes to assist in getting the most out of your career and personal life. The book is presented in the form of four characters interacting with each other, asking questions, giving answers, supplying more information and adding extra wisdom. On this page you will meet three of these characters, Questioning Qwesty, Clarifying Exclamy, Knowledgeable Bino and Wise Elephant. On page three is a more thorough introduction to the three characters.
This guide aims to assist the reader in building a career like one would build a business, the same knowledge that build successful family businesses build rich and successful careers. View the skills, resources and relationships one accumulates as key building blocks in building a career you want, work becomes fun and one never has to do another days work in your entire life!
We named this book the Walk & Talk guide because one learns the skills required for a successful career and business the same way one learns to walk and talk; by observing and imitating those who already know how to do it! Your desire to walk and talk came from being amongst people who could walk and talk. How do you get exposed to where your talents applied means you never do a days work in your life. In short, identify the skills one needs to achieve a goal, identify the individual or organization that does what you require and engage those resources. Career training, career education and the importance of career networking can be achieved using a straightforward career builder process we call “Identify and engage the resources one needs to build a great career!”
We have compiled this book and it contains processes that strive to assist you in building a super successful career!
PS. Supplement all you learn from this book with extra resources such as the web (we provide many useful links), books, people (start a discussion group at the office), forums ext.
Before setting out on this big journey of discovery as you call it, explain to me how this book is organized. Will I be able to find my way when I want to read about a certain topic or wish to review some material?
The content is organized and presented in two ways to help you obtain the maximum value from reading and using this book.
On the next page you will find a Table of Content which indicates the structure of the book. As indicated on the previous page, the Walk & Talk process concerns itself with three principal role players. The contents is consequently grouped under three main headings relating to the INDIVIDUAL, the COMPANY and the CUSTOMER.
Within these main headings, the topics are organized in a series of categories for ease of reference. The aim is to convey to you the essence of each topic as clearly and concisely as possible.
Besides orientating you about the concepts and tools used in the company, this book is also intended to serve as a reference guide to be used whenever you wish to refresh your memory on relevant concepts and processes as they crop up in your work.
A book of this nature can never contain ALL the information needed for a complete understanding of each topic (although we try :-). Many of the topics will be clarified during training sessions and further discussion groups. We will also use the internet extensively for many more relevant sources of information.
Many of the concepts presented here span the boundaries of the categories used to organize the material for presentation in book format. Many key topics should be read and explored in conjunction with one another. Therefore the various topics and themes are presented as “mind maps” as well to assist you in developing an overall picture of the various ideas and their inter-relationships.
Depending on your current level of growth, you will find the Walk & Talk process a useful tool:
To enhance your understanding of the concepts, skills and tools relevant to your work within a company, your career and in your personal life.
As a quick reference guide to refresh your memory about the tools, processes and diagrams as they crop up in your work.
As a guide to identify personal training and development needs.

Using the Career Development Guide

Chapter 1

Tools and processes

Within the pages of the Walk & Talk guide you will find many very useful tools and processes to assist in getting the most out of your career and personal life. The book is presented in the form of four characters interacting with each other, asking questions, giving answers, supplying more information and adding extra wisdom. On this page you will meet three of these characters, Questioning Qwesty, Clarifying Exclamy and Wise Elephant. On page three is a more thorough introduction to the three characters.

This guide aims to assist the reader in building a career like one would build a business, the same knowledge that build successful family businesses build rich and successful careers. View the skills, resources and relationships one accumulates as key building blocks in building the career you want, work becomes fun and one never has to do another day’s work in your entire life!

Walk & Talk guide

We named this book the Walk & Talk guide because one learns the skills required for a successful career and business the same way one learns to walk and talk; by observing and imitating those who already know how to do it! Your desire to walk and talk came from being amongst people who could walk and talk. How do you get exposed to where your talents applies means you never do a days work in your life. In short, identify the skills you need to achieve a goal, identify the individual or organization that does what you require and engage those resources. Career training, career education and the importance of career networking can be achieved using a straightforward career builder process we call “Identify and engage the resources you needs to build a great career!”

We have compiled this book and it contains processes that strive to assist you in building a super successful career!

PS Supplement all you learn from this book with extra resources such as the web (we provide many useful links), books, people (start a discussion group at the office), forums etc.

w&t_question

I Ask

Before setting out on this big journey of discovery as you call it, explain to me how this book is organized. Will I be able to find my way when I want to read about a certain topic or wish to review some material?

w&t_exclamation

I Answer

The content is organized and presented in two ways to help you obtain the maximum value from reading and using this book.

On the next page you will find a Table of Content which indicates the structure of the book. As indicated on the previous page, the Walk & Talk process concerns itself with three principal role players. The contents is consequently grouped under three main headings relating to the INDIVIDUAL, the COMPANY and the CUSTOMER.

Within these main headings, the topics are organized in a series of categories for ease of reference. The aim is to convey to you the essence of each topic as clearly and concisely as possible.

Besides orientating you about the concepts and tools used in the company, this book is also intended to serve as a reference guide to be used whenever you wish to refresh your memory on relevant concepts and processes as they crop up in your work.

A book of this nature can never contain ALL the information needed for a complete understanding of each topic (although we try :-). Many of the topics will be clarified during training sessions and further discussion groups. We will also use the internet extensively for many more relevant sources of information.

Many of the concepts presented here span the boundaries of the categories used to organize the material for presentation in book format. Many key topics should be read and explored in conjunction with one another. Therefore the various topics and themes are presented as “mind maps” as well to assist you in developing an overall picture of the various ideas and their inter-relationships.

w&t_elephant

I Advise

Depending on your current level of growth, you will find the Walk & Talk process a useful tool:

  • To enhance your understanding of the concepts, skills and tools relevant to your work within a company, your career and in your personal life.
  • As a quick reference guide to refresh your memory about the tools, processes and diagrams as they crop up in your work.
  • As a guide to identify personal training and development needs.
Growing suppliers and adding new customers
Chapter 9
p.3
Economic Value Add of your company
A visual representation of the link between Economic Value Add and the order cycle of your company.
The Process
Add Value to your customers and your partners
Marketing and Sales
Order Cycle
Continued improvement and higher value added to the client at lower resources to the company – in company processes as well as the processes of our suppliers.
Value added beyond principle
Attrition, Intellectual property / solutions
Manage your links
Through managing the links between your company and your customers as well as between your company and your suppliers; both suppliers and customers grow.

Growing suppliers and adding new customers

Chapter 9 p.3

Economic Value Add of your company

A visual representation of the link between Economic Value Add and the order cycle of your company.

w&t_ch9_c_the_economic_value_add_link

The Process

  • Add Value to your customers and your partners
  • Marketing and Sales
  • Order Cycle
  • Continued improvement and higher value added to the client at lower resources to the company – in company processes as well as the processes of our suppliers.

Value added beyond principle

  • Attrition, Intellectual property / solutions

Manage your links

  • Through managing the links between your company and your customers as well as between your company and your suppliers; both suppliers and customers grow.
Mentoring is a process of accompaniment and sharing of experience
Chapter 8
p.3
What does a mentor do and what are the responsibilities of a mentor?
Mentoring is a process of accompaniment. It is a way of helping another person to become familiar with and to succeed in a particular environment.
It involves a willingness to share experiences – both successes and failures – on a basis of trust and mutual respect.
The role of a mentor.
A mentor is more than simply a disseminator of information.
The mentor should:
Share knowledge and understanding.
Help to develop the individual’s self-confidence, which is a prerequisite for growth.
Share and reinforce company values.
Share effective and efficient techniques.
Act as a counselor in decision making.
Share technical expertise.
Facilitate career development through guidance and advice.
Act as a role model.
Provide for two-way communication.
Act as a sounding board.
Become the champion of the mentee or trainee.
Attributes of a mentor.
A mentor must:
Believe in the ability of others.
Show empathy and understanding.
Be open to sharing of feelings and ideas.
Display the integrity required to generate trust.
Be open to receiving feedback from others.
Be flexible in their approach.
Be able to delegate.
Be able to help others to put learning into practice.
Be able to talk to people about their careers.
Be an effective communicator – both verbal and written.
Be able to give constructive feedback.
Handle conflicts constructively.
Be able to provide structures and procedures to support the process.
Be able to solve problems effectively and objectively.
“There is a tendency for needs to mix and different needs may be more important at different times, depending on the situation.”

[adrotate banner=”12″]

Mentoring is a process of accompaniment and sharing of experience

Chapter 8 p.3

w&t_question

I Ask

What does a mentor do and what are the responsibilities of a mentor?

w&t_exclamation

I Answer

Mentoring is a process of accompaniment. It is a way of helping another person to become familiar with and to succeed in a particular environment.

It involves a willingness to share experiences – both successes and failures – on a basis of trust and mutual respect.

The role of a mentor

A mentor is more than simply a disseminator of information.

The mentor should:

  • Share knowledge and understanding.
  • Help to develop the individual’s self-confidence, which is a prerequisite for growth.
  • Share and reinforce company values.
  • Share effective and efficient techniques.
  • Act as a counselor in decision making.
  • Share technical expertise.
  • Facilitate career development through guidance and advice.
  • Act as a role model.
  • Provide for two-way communication.
  • Act as a sounding board.
  • Become the champion of the mentee or trainee.

Attributes of a mentor

A mentor must:

  • Believe in the ability of others.
  • Show empathy and understanding.
  • Be open to sharing of feelings and ideas.
  • Display the integrity required to generate trust.
  • Be open to receiving feedback from others.
  • Be flexible in their approach.
  • Be able to delegate.
  • Be able to help others to put learning into practice.
  • Be able to talk to people about their careers.
  • Be an effective communicator – both verbal and written.
  • Be able to give constructive feedback.
  • Handle conflicts constructively.
  • Be able to provide structures and procedures to support the process.
  • Be able to solve problems effectively and objectively.
w&t_elephant

I Advise

There is a tendency for needs to mix and different needs may be more important at different times, depending on the situation.

Win-win negotiations for maximum joint gain
Chapter 6
p.6
I hear so much about “negotiation” (and also “consultation”) these days. What role does negotiation play in business and what skills do I need to be an effective negotiator?
The objective of a Win-Win negotiation is to identify and maximize the value on the negotiating table for both parties, ensuring that both gain more than they contribute in effort, risk and cost.
Consider the diagram below. Ideally, effective negotiation in business transactions will result in both the company and the customer finding themselves in the Win-Win or Win more than the Lose situation.
What must I do before negotiating?
Can you give me some tips for pre-negotiation planning?
Decide on your strategy:
a) Minimum you can accept.
Your must achieve objectives
b) Maximum you can ask for.
Your want to achieve objectivesc)
c) Maximum you can give away.
Concessions you’re willing to make.
d) Least you can offer.
Identify your ZOPA:
The zone of potential agreement where you think your interests and the other party’s interests overlap.
Identify your BATNA:
Your fall-back position or best alternative to a negotiated agreement – the alternative action you will take if a negotiated agreement does not prove possible.
Identify your WATNA:
The worst alternative to a negotiate agreement.
Decide on an approach:
Determine whether the negotiations call for collaborative or competitive negotiating strategies and tactics and tactics.
Have a look at www.spiraldynamics.com

Win win negotiations for maximum joint gain

w&t_question

I Ask

I hear so much about “negotiation” (and also “consultation”) these days. What role does negotiation play in business and what skills do I need to be an effective negotiator?

w&t_exclamation

I Answer

The objective of a Win-Win negotiation is to identify and maximize the value on the negotiating table for both parties, ensuring that both gain more than they contribute in effort, risk and cost.

Consider the diagram below. Ideally, effective negotiation in business transactions will result in both the company and the customer finding themselves in the Win-Win or Win more than the Lose situation.

w&t_ch6_u_win-win-negotiation-for-maximum-joint-gain

w&t_question

I Ask

What must I do before negotiating?

Can you give me some tips for pre-negotiation planning?

w&t_exclamation

I Answer

Decide on your strategy:

a) Minimum you can accept.

Your must achieve objectives

b) Maximum you can ask for.

Your want to achieve objectives

c) Maximum you can give away.

Concessions you’re willing to make.

d) Least you can offer.

Identify your ZOPA

The Zone Of Potential Agreement where you think your interests and the other party’s interests overlap.

Identify your BATNA

Your fall-back position or Best Alternative To a Negotiated Agreement – the alternative action you will take if a negotiated agreement does not prove possible.

Identify your WATNA

The Worst Alternative To a Negotiated Agreement.

Decide on an approach

Determine whether the negotiations call for collaborative or competitive negotiating strategies and tactics.

Have a look at www.spiraldynamics.com

Separate different processes using the The Order Cycle by Shapiro
Chapter 10
p.4
I sometimes feel that there is no coherent logic to all the activities in our company. Is there a method in the madness?
All the activities in the company must be focused around adding value to customers and should be regularly measured to verify their contribution.
One can separate direct value adding processes from indirect or support processes.
Below are two examples that will clarify the difference between the two types of activities.
Indirect value adding process:
Company Strategy processes
Human Resources function
Career Development process
KRA process
Skills Development Training
Other activities focusing on making us individually and as a team more effective with our contribution.
Direct value adding processes
Direct value adding processes is best described by Shapiro’s Order Cycle and relates to products and services our customers pay us for:
Planning
Demand generation
Cost estimating and pricing
Order receipt entry
Selection and prioritization
Scheduling
Fulfillment
Billing and payment
Returns and claims
Post sales service
Do you understand the steps in the order cycle in your business and your – as well as your teams – contribution to every step? What can you do to optimize every step and does it really add value to your customers?
The elements or steps of the order cycle will typically fall into the urgent and important quadrant of the Time Management Matrix, whereas support services will typically fall in the Important / Not urgent quadrant.

Separate different processes using the The Order Cycle by Shapiro

Chapter 10 p.4

w&t_question

I Ask

I sometimes feel that there is no coherent logic to all the activities in our company. Is there a method in the madness?

w&t_exclamation

I Answer

All the activities in the company must be focused around adding value to customers and should be regularly measured to verify their contribution.

One can separate direct value adding processes from indirect or support processes.

Below are two examples that will clarify the difference between the two types of activities.

Example 1

Indirect value adding process

  • Company Strategy processes
  • Human Resources function
  • Career Development process
  • KRA process
  • Skills Development Training
  • Other activities focusing on making us individually and as a team more effective with our contribution

Example 2

Direct value adding processes

Direct value adding processes is best described by Shapiro’s Order Cycle and relates to products and services our customers pay us for:

w&t_ch10_e_the_order_cycle

  1. Planning
  2. Demand generation
  3. Cost estimating and pricing
  4. Order receipt entry
  5. Selection and prioritization
  6. Scheduling
  7. Fulfillment
  8. Billing and payment
  9. Returns and claims
  10. Post sales service
w&t_binoculars

I Explain

Do you understand the steps in the order cycle in your business and your – as well as your teams – contribution to every step? What can you do to optimize every step and does it really add value to your customers?

w&t_elephant

I Advise

The elements or steps of the order cycle will typically fall into the urgent and important quadrant of the Time Management Matrix, whereas support services will typically fall in the Important / Not urgent quadrant.

Thank you to: HBS Professors Benson Shapiro and Kash Rangan

What is meant by delegation?
Why delegation is important
Every person has unique and valuable qualities that are for the benefit of the world. When we entrust responsibly we allow those qualities to flourish.
Our team’s capacity and abilities expand as we increase each other’s skills and experience.
Stephen Covey (7 Habits of Highly Effective people) says, “Trust is the highest form of motivation.” Delegation entrusts people with tasks deemed important – this can motivate and energize your team.
Why we do not entrust others with our work
“It would be quicker to do it myself” – short term view
“I don’t have anyone I can trust to delegate it to” – short term view: training required
“I can do it better myself” – perfectionist view
“If that’s what I am told to do that’s what I do.” – abdicating
“I don’t know how to delegate.” – abdicating: personal training required
When to delegate
When your diary is full (i.e. at least 60% scheduled) of right actions.
Organize your diary by asking key questions:
What am I doing now that doesn’t’t need to be done at all?
What am I doing that could be done by someone else?
What am I doing now that only I can do?
What to hand over
We keep what we are passionate about and what only we can do.
Who would gain the most if they were given responsibility
Someone who can grow and is available.
Someone who is competent, whose job it is and who has time or must make time.
Someone who you want to learn from – exchange in value exchange transaction.
How to delegate to someone you want to train
Situational Coaching
Process relative to task and relationship. Delegation therefore involves balancing directive and supportive functions.
The process of delegation begins with DIRECTING.
The person to whom the task has been entrusted with has low competence but is highly motivated to learn and grow from the experience as it increases their skills and responsibility in the company.
Directing involves close accompaniment with the delegatee, being specific about expectations, identifying measurable outcomes, clarifying understanding.
The next step involves COACHING.
At this stage the delegatee has some competence and some confidence but still needs some directing and some support. The process will involve asking questions, getting feedback and offering guidance.
The next stage involves SUPPORTING.
The individual has reached the stage of greater competence and is on the whole managing the task well. There may however be some lack of confidence when it comes to unexpected situations and new information. The person may make mistakes, need reassurance, and require problem solving skills. The delegating role will be supportive by listening and encouraging and giving specific and helpful feedback.
The final stage is that of actually DELEGATING.
At this stage the delegatee is not only competent but confident. They are managing the task well on a day to day basis with only the occasional monitoring.
Reflective coaching
As delegation moves through this process the task of the delegator is to guide the growth of the delegatee’s self concept through goal-directed behavior. This involves the following:
Setting mutually agreed goals starting with something relatively simple and as progress moving towards more complex goals.
As each goal is achieved reflecting on the process that led to this achievement. I t also asks where the gaps are in achieving the next goal and how these gaps are going to be bridged.
The reflection process will involve honest self-analysis and self-evaluation.
Through achieving goals and reflecting on the process the delegatee grows in their concept of self.
Keep the monkey on their back
Don’t take the entrusted tasks back.
Don’t rescue them.
Turn issues back to them by asking: “What are you going to do?”
Ask questions like: “What do you suggest?”
“What are the feasible alternatives?”
Case studies
Barry du Plessis’s experience with delegation
Leigh Harrison – “My failure to delegate”

What is meant by delegation?

w&t_question

I Ask

Please explain to me why delegation is important?

w&t_exclamation

I Answer

Every person has unique and valuable qualities that are for the benefit of the world. When we entrust responsibly we allow those qualities to flourish.

Our team’s capacity and abilities expand as we increase each other’s skills and experience.

Stephen Covey (7 Habits of Highly Effective people) says, “Trust is the highest form of motivation.” Delegation entrusts people with tasks deemed important – this can motivate and energize your team.

Why we do not entrust others with our work

  • “It would be quicker to do it myself.” – short term view
  • “I don’t have anyone I can trust to delegate it to.” – short term view: training required
  • “I can do it better myself.” – perfectionist view
  • “If that’s what I am told to do that’s what I’ll do.” – abdicating
  • “I don’t know how to delegate.” – abdicating: personal training required

When to delegate

  • When your diary is full (i.e. at least 60% scheduled) of right actions.
  • Organize your diary by asking key questions:
    • What am I doing now that doesn’t need to be done at all?
    • What am I doing that could be done by someone else?
    • What am I doing now that only I can do?

What to hand over

  • We keep what we are passionate about and what only we can do.

Who would gain the most if they were given responsibility

  • Someone who can grow and is available.
  • Someone who is competent, whose job it is and who has time or must make time.
  • Someone who you want to learn from – exchange in value exchange transaction.

How to delegate to someone you want to train

Situational Coaching

Process relative to task and relationship. Delegation therefore involves balancing directive and supportive functions.

  • The process of delegation begins with DIRECTING.

The person to whom the task has been entrusted with has low competence but is highly motivated to learn and grow from the experience as it increases their skills and responsibility in the company.

Directing involves close accompaniment with the delegatee, being specific about expectations, identifying measurable outcomes, clarifying understanding.

At this stage the delegatee has some competence and some confidence but still needs some directing and some support. The process will involve asking questions, getting feedback and offering guidance.

  • The next stage involves SUPPORTING.

The individual has reached the stage of greater competence and is on the whole managing the task well. There may however be some lack of confidence when it comes to unexpected situations and new information. The person may make mistakes, need reassurance, and require problem solving skills. The delegating role will be supportive by listening and encouraging and giving specific and helpful feedback.

  • The final stage is that of actually DELEGATING.

At this stage the delegatee is not only competent but confident. They are managing the task well on a day to day basis with only the occasional monitoring.

Reflective coaching

As delegation moves through this process the task of the delegator is to guide the growth of the delegatee’s self concept through goal-directed behavior. This involves the following:

  1. Setting mutually agreed upon goals starting with something relatively simple and progressing to more complex goals.
  2. Reflect on the process that led to the achievement as each goal is completed. This leads to reflection on where the gaps are in achieving the next goal and how these gaps are going to be bridged.
  3. The reflection process will involve honest self-analysis and self-evaluation.
  4. Through achieving goals and reflecting on the process the delegatee grows in their concept of self.
w&t_elephant

I Explain

Keep the monkey on their back

Don’t take the entrusted tasks back.

Don’t rescue them.

Turn issues back to them by asking: “What are you going to do?”

Ask questions like: “What do you suggest?”

“What are the feasible alternatives?”

Case studies

Barry du Plessis’s experience with delegation

Leigh Harrison – “My failure to delegate”

Career research
Use this process to refine your career research
Which trends should one be aware of?
Do your career research using the Career Builder triangle. Being aware of and staying up to date with the trends applicable to your field of interest ensures you stay dynamically up to date. To find, stay up to date and join trends in your fields of interest, use the Career Builder triangle.
Work in the center
Work is always in the center of dynamic career research, keeping up to date with the trends in the area your enthusiasm blossoms! Keep work in the center. Work that grows and matures your field of interest, your career. People and things are not at the center of your career, the work you love doing, the work that expands your career is in the center. Relationships, communication, resources ext are enablers toward what is needed to achieve successful work!
Organize and communicate
Know what you want
Communicate what you want
Dynamic resumes
Personal web sites
Share where you are
Get input
Set Goals
Have objectives
Tasks planned in your diary
Resources and Structures
Current hub of activity concerned with your trend
Join interest group
Follow applicable web sites
Take part in forums and chat rooms
Sign up for relevant RSS feeds and Ezines
Read white papers published on that trend
Business streams around your trend
Projects, be visible and join
Goals, set your goals
Objectives, what are they
Tasks, define and plan into diary
Deadlines, hold to them or create them
Career research is a dynamic process. To be able to grow ones career, it is necessary to be aware and in touch with your careers’ trends. Use the trust relationships you already have to gain access, or build relationships to get access to the people and knowledge concerned with your field of interest.
One joins a religious institution because of personal interest and conviction. Apply the same process to your field of interest; join structures and groups fitting with your career focus. It is always easier and faster to build relationships in the safe environment of a club or interest group for example.
Have a view of participating and sharing rather than getting the perfect job. The rest follows almost automatically, just take part, share and build relationships in harmony with what you wish to achieve.
Another way of burrowing into what you want to do, focusing your career growth, is to become part of a project that needs the resources you bring. Being visible makes being noticed for fitting projects more possible. Become visible through building your dynamic resume, creating a personal web site, writing well researched articles and publishing them, taking part in online forums and chat rooms. Make your career research visible and communicate where you are and the progress you experience. This process of building a trusted online presence establishes you as an expert in your field as well. Remember, you do NOT have to be old and have two degrees to build an expert presence on the web. The process of establishing yourself as an expert on the web is the best place for every single individual to grow in the area of their interest. Your career research and staying with your trends evolves much faster, you have a written record the world potentially reads and comments on! If you would like to know more about this subject please visit Nicholas’s web site.
Taking part in a group opens the possibility of being adopted by a mentor that fits your requirements. Remember WIFY and WIFM, What Is in it For You and What is in it For Me. You are adopted because you have value to add to your mentor. Being mentored by an expert in your field of interest hooks you into current trends in a big way! A big part of your career research is engaging experts in the areas of your career you would like to expand and hone.
Use your current relationships to get access to the fraternity around your field of interest. Think of friends and their relationships, your family and people they know and at work, who could help you get access?
Doing what you love doing and being part of that fraternity globally ensures you are always up to date. Inevitably you move into and out of trends matching your focus and interest on queue.

Use this process to refine your career research

w&t_question

I Ask

Which trends should one be aware of?

w&t_exclamation

I Answer

Do your career research using the Career Builder triangle. Being aware of and staying up to date with the trends applicable to your field of interest ensures you stay dynamically up to date.

trends-triangle

Work in the center

Work is always in the center of dynamic career research, keeping up to date with the trends in the area your enthusiasm blossoms! Keep work in the center. Work that grows and matures your field of interest, your career. People and things are not at the center of your career, the work you love doing, the work that expands your career is in the center. Relationships, communication, resources etc. are enablers toward what is needed to achieve successful work!

Organize and communicate

  • Know what you want
  • Communicate what you want
  • Have a dynamic resume
  • Get a personal web sites
  • Share where you are
  • Get input
  • Set goals
  • Have objectives
  • Write tasks in your diary

Resources and Structures

  • Current hub of activity concerned with your trend
  • Join interest group
  • Follow applicable web site
  • Take part in forums and chat rooms
  • Sign up for relevant RSS feeds and Ezines
  • Read white papers published on that trend

Business streams around your trend

  • Be visible and join in projects
  • Set your goals
  • What are your objectives?
  • Define and plan your tasks
  • Create and hold to your deadlines
w&t_binoculars

I Explain

Career research is a dynamic process. To be able to grow your career, it is necessary to be aware and in touch with your career’s trends. Use the trust relationships you already have to gain access, or build relationships to get access to the people and knowledge concerned with your field of interest.

One joins a religious institution because of personal interest and conviction. Apply the same process to your field of interest; join structures and groups fitting with your career focus. It is always easier and faster to build relationships in the safe environment of a club or interest group for example.

Have a view of participating and sharing rather than getting the perfect job. The rest follows almost automatically, just take part, share and build relationships in harmony with what you wish to achieve.

w&t_elephant

I Advise

Another way of burrowing into what you want to do, focusing your career growth, is to become part of a project that needs the resources you bring. Being visible makes being noticed for fitting projects more possible. Become visible through building your dynamic resume, creating a personal web site, writing well researched articles and publishing them, taking part in online forums and chat rooms.

Make your career research visible and communicate where you are and the progress you experience. This process of building a trusted online presence establishes you as an expert in your field as well. Remember, you do NOT have to be old and have two degrees to build an expert presence on the web.

The process of establishing yourself as an expert on the web is the best place for every single individual to grow in the area of their interest. Your career research and staying with your trends evolves much faster, you have a written record the world potentially reads and comments on!

Taking part in a group opens the possibility of being adopted by a mentor that fits your requirements. Remember WIFY and WIFM, What Is in it For You and What is in it For Me. You are adopted because you have value to add to your mentor. Being mentored by an expert in your field of interest hooks you into current trends in a big way! A big part of your career research is engaging experts in the areas of your career you would like to expand and hone.

Use your current relationships to get access to the fraternity around your field of interest. Think of friends and their relationships, your family and people they know and at work, who could help you get access?

Doing what you love doing and being part of that fraternity globally ensures you are always up to date. Inevitably you move into and out of trends matching your focus and interest on queue.

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