Leading Well

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Kerrie Mullins-Gunst of KMG Consulting and Mentor Magic™

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In this issue: How to get people to do what needs to be done...

Welcome to this issue of Leading Well. In it we look at one of the most common questions I'm asked - whether I'm speaking to a crowd at a conference, presenting a leadership seminar to a group or mentoring a manager or executive.

If you're in management or any leadership role, I'll bet you've faced it at times too. I hope you find these ideas help you to get what needs to be done, done.

Kind regards, Kerrie

Getting what needs to be done, done

One of the common questions my clients ask me is How do I get my people to do what needs to be done, not just what they want to do?

For many managers this common complaint creates a stressful, self perpetuating cycle. Struggling to get people to do what needs to be done begins to take up so much time and energy that some managers just give up. They stop delegating work to their people, and start doing things themselves.

Soon they don't have the time to properly supervise their people and so even less of what their employees should be doing gets done and the vicious cycle grows.

If you are in a leadership position, falling into this trap can cost you time, energy and even your sanity.

What's even worse is that your supervisor will soon be unhappy that you are so busy doing what your staff should be doing that you aren't doing what you need to be doing! Life can quickly become way too stressful.

On the other hand, if you delegate effectively and everyone is doing all that their role requires, your workplace will not only be more pleasant, it will be far more productive.

The good news is you can learn how to avoid this trap and create an effective and positive work environment.

Here are seven things I suggest you focus on when you need to overcome someone's reluctance to do a task which is part of their role:

Clarity

Concentrate on being quite clear about exactly what actions you require of people. Refer to their position description or put your requirements in writing. Confirm that they understand the actions you require in exactly the same way that you do.

Skills

Some people are reluctant to attempt a task if they do not perceive they have the skill to do it well. Offer training to ensure their skills and confidence are up to the level required to complete what needs to be done.

Resources

Make sure that people have the resources they truly need, to do what needs to be done. These resources might include enough time, the right tools or equipment, a place to work or the mental space to think things through.

Direction

Some people need very specific directions to complete a task. It may not need to be you that provides this. Another member of your team may be better positioned to offer direction, or you may be able to create a system, checklist or procedure which offers appropriate direction.

Support

Other people require encouragement, guidance or support to undertake some tasks. Providing a mentor or establishing a team environment may be what they need.

Stimulation

If someone likes to be stimulated you can make an otherwise mundane task more stimulating by adding a level of challenge or responsibility for some aspect of it or for another secondary activity.

Recognition

Recognition is one of the most fundamental motivations people have. Make sure you recognise the behaviours you want repeated. It is too easy to fall into the trap of ignoring the people who do their job and 'recognising' the people who don't do what is required (by reprimanding them). If you consistently recognise the people who do do what needs to be done, you will find more gets done.

Getting your people to do what needs to be done, not just what they feel like doing, can sometimes be a challenge. But as a manager or leader it is clearly one of the skills you must master.

(More ideas on getting the important things done in the Quick Tips below.)

QUOTE OF NOTE
"When you find yourself in a hole, stop digging."
Will Rogers

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QUICK TIPS

If you are struggling to get your people to do what they need to do rather than just what they want to do, look at whether any of these seven ideas could apply to you personally.

* Are you quite clear on what you expect? Have you developed written, up-to-date position descriptions for all your people?

* Do you need to improve your delegation skills through leadership training, mentoring or coaching programs?

* Do you allow yourself the mental space, time and any other necessary resources to operate effectively?

* Do you allow yourself and other people the time to develop useful procedures, checklists and systems which offer direction to others?

* Have you considered establishing a mentoring program to support and encourage your people? See our previous article Seven Good Reasons Why You Should Set up a Mentoring Program Now for ideas.

* Can you restructure jobs to make them more stimulating by rotating mundane tasks through a number of people, spreading interesting tasks around or enriching some jobs with a little responsibility.

* How can you better recognise the good work people do?

THE ENDNOTES

You are welcome to use this article in your publication or on your website. Just make sure the following credit is attached:

"Kerrie Mullins-Gunst is an expert in how you can lead, manage and mentor your people, and one of Australia's leading female business speakers. For free leadership tips, tools and resources visit http://www.kmgconsulting.com.au or call on 61-3-9859 3924. Copyright © Kerrie Mullins-Gunst"

As a courtesy, please advise us where the material will appear.

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Kerrie Mullins-Gunst * Telephone 61-3-9859 3924
Conference Speaker, Seminar Leader, Business Advisor
KMG Consulting PO Box 221 North Balwyn Vic Australia 3104

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