Priorities

Being able to say no to work is a great privilege
Chapter 5
p.13
I often hear that one should be able to say no. What does this mean and how do I say no when I have to?
That is absolutely correct! One should know when to say NO and how to say NO. One of the things the Career Development Guide is very serious about, is to assist the individual to do the right work at the right time. Being able to say NO is a crucial skill of the serious career and business builder.
It is a huge privilege to be able to say NO to work. This means you have more than you can cope with at the present time.
When you say NO, remember to never allow the Monkey to pass! This means the other person has a “Monkey” on their back, a problem they want your assistance with. You want to be absolutely certain that this Monkey will not be jumping anywhere! For example, you know that you will not be able to become involved in a certain project or problem at that specific time. The other person comes to you with a Monkey on their back and they want this Monkey to jump.
You know your priorities does not have place for this new Monkey. The moment you ask a question such as: “Tell me more” or “How can I help?” the Monkey jumps, you accept responsibility.
Do not allow the monkey to jump! Read more on the web about this principle.
So how do I handle the situation to ensure the Monkey does not jump, but both parties grow from the situation? How do I say NO effectively?
Look for alternatives with the other individuals, keep the Monkey with them through carefully questioning. Not spending too much time, just ask the following questions:
What alternatives exist to help you solve this challenge?
Is this issue you have a specific individuals job and you should pass the Monkey back to that person?
Who in your team is available to help and assist that can grow from this challenge?
Do you know anybody else with the expertise you are looking for?
Look for a solution which will cause the best stacking for all those involved. Learn more about delegation here.
Stacking is the process of identifying the different solutions for a challenge and deciding which mixture of these solutions will cause optimum growth for all involved.
Being it building career skills or a bigger business network. Stack all the solutions and look for the best blend.
Once you are able to say NO this way, both parties will always grow from the experience. Saying NO becomes a fun and learning experience!
Unre Visagie
At Aleph we realized we had to start saying no to many new opportunities when our processes were no longer in the development and selling phase, but moved into the implementation phase

Being able to say no to work is a great privilege

Chapter 5 p.13

w&t_question

I Ask

I often hear that one should be able to say no. What does this mean and how do I say no when I have to?

w&t_exclamation

I Answer

That is absolutely correct! One should know when to say NO and how to say NO. One of the things the Career Development Guide is very serious about, is to assist the individual to do the right work at the right time. Being able to say NO is a crucial skill of the serious career and business builder.

It is a huge privilege to be able to say NO to work. This means you have more than you can cope with at the present time.

w&t_binoculars

I Explain

When you say NO, remember to never allow the Monkey to pass! This means the other person has a “Monkey” on their back, a problem they want your assistance with. You want to be absolutely certain that this Monkey will not be jumping anywhere! For example, you know that you will not be able to become involved in a certain project or problem at that specific time. The other person comes to you with a Monkey on their back and they want this Monkey to jump.

You know your priorities does not have place for this new Monkey. The moment you ask a question such as: “Tell me more” or “How can I help?” the Monkey jumps; you accept responsibility.

w&t_question

I Ask

So how do I handle the situation to ensure the Monkey does not jump, but both parties grow from the situation? How do I say NO effectively?

w&t_exclamation

I Answer

Look for alternatives with the other individuals, keep the Monkey with them through carefully questioning. Not spending too much time, just ask the following questions:

What alternatives exist to help you solve this challenge?

Is this issue you have a specific individual’s job and should you pass the Monkey back to that person?

Who in your team is available to help and assist that can grow from this challenge?

Do you know anybody else with the expertise you are looking for?

Look for a solution which will cause the best stacking for all those involved. Learn more about delegation here.

w&t_binoculars

I Explain

Stacking is the process of identifying the different solutions for a challenge and deciding which mixture of these solutions will cause optimum growth for all involved.

Being it building career skills or a bigger business network. Stack all the solutions and look for the best blend.

w&t_elephant

I Advise

Once you are able to say NO this way, both parties will always grow from the experience. Saying NO becomes a fun and learning experience!

At Aleph we realized we had to start saying no to many new opportunities when our processes were no longer in the development and selling phase, but moved into the implementation phase

Goal setting is critical, use the SMART M process to assist

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I Ask

Someone asked me whether I have SMARTM goals. When I said, “Yes. I want to drive a big car,” he looked disgusted and walked away. Did I say something wrong?

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I Answer

Let me explain it to you:

A goal is an end to which you direct some specific effort in order to satisfy an unfulfilled need.

To be successful, a goal must be:

  • Specific in scope, actions, resources, alternatives.
  • Measurable in results and consumption of resources.
  • Achievable in results for participants.
  • Rewarding to participants, beneficiaries and suppliers of resources.
  • Time taken and end dates.
  • Monitor and communicate actions with action plans.

When we talk of SMARTM goals we actually refer to an acronym that provides an easy recipe for ensuring that our goals comply with the above criteria.

Specific

  • You should be able to define your goals in manageable chunks.

Measurable

  • How will I know? (See? Hear? Feel?)
  • What are the observable results?

Achievable

  • Is this within the participants’ control?
  • Does the participant have the skills, the resources and the authority?
  • Am I committed to follow through?
  • Did I communicate the plans and priorities to those around me and did they agree?

Rewarding

  • The benefit must be greater than the consumption of resources. Lack of clarity causes procrastination.

Timing

  • Get clarity and commitment on deadlines and diary time.
  • How long will it take?

Monitor

  • What are the mileposts so that I can have external monitoring that I am on track?
w&t_question

I Ask

Which processes I can apply to ensure that my goals are achieved?

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I Explain

This 6-point action plan facilitates the setting of achievable goals by asking the following questions:

  • Can we commit and get the resources?
  • Can we see a successful implementation?
  • Is the scope and plan communicated and organized so that all participants know what to do?

What is to be done?

When is it to be done?

What is the due date?

Where is it to be done?

Who is to do it?

How do we monitor?

w&t_elephant

I Advise

When a person reaches a goal, we have a “Victory Session” and celebrate. Victories celebrated give energy to keep us fuels us for the next goal.