You Can’t Supervise What You Don’t See (WT644)

You Can’t Supervise What You Don’t See (WT644)

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WT644 You Can't Supervise What You Don't See

Many years ago, when I was working with Kip McGrath and new to management, I proudly announced that I was going to engage a cleaner. Kip thought that was a great decision. What he didn’t think was so great, was my expectation that I was going to be able to supervise the cleaner to do things the way I wanted them done.

“Shirley, you can’t supervise what you don’t see”, he said.

“What do you mean?” I asked.

“If you’re going to supervise someone, you have to be able to see what they’re doing. You have to be able to monitor their work.”

It was many years later before I fully understood this.

It doesn’t mean that you micromanage someone. It doesn’t mean that you watch them like a hawk.

What it means is that you have to be able to observe, in some way, the actions they are taking towards the outcomes you want.

It means that you have to have an understanding, of what the person is meant to be doing. You can’t outsource supervision, but you can outsource the work.

Confused?

Here’s an example:
Say you have a team of workers who are working remotely. They may be onshore or offshore. How do you monitor/supervise their work if you can’t “see” what they are doing?

Here’s the fine distinction between my example with the cleaner and your remote workers. With my cleaner, I was only able to see the outcome. Was the house clean? Unless I was in the house or had cameras installed, I wasn’t able to observe how the cleaner did the work.

If I wasn’t able to see how the cleaner did the work, I couldn’t help them improve or become more efficient, assuming I knew the best way to clean.

It’s the same for you and your team. You need to be able to observe how they work in order to help support them. Think about the salespeople in your business. I expect they have targets to reach, either number of sales or dollar value.

If you don’t know what they are doing to reach those targets, you can’t help them grow and develop or become even more efficient.

It’s the same with your workers who may now be working from home or overseas. You need to be able to see what they are doing. You can do this via systems and processes. You can do this via regular catch ups with them. Ask them how they do things. Ask them to show you. Ask them to explain their thought processes.

In my years as a consultant, I’m still amazed at how people perform tasks. I’m still intrigued that many don’t look for a better way to do things. I’m still challenged when there is a better way to do something and we meet resistance from those who don’t like and actively resist change.

You can’t supervise what you don’t see.

Your task this week is to start looking. If you want to improve things, best you know how things work first.

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When You Have The Right Tools (WT642)

When You Have The Right Tools (WT642)

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WT 642 When you have the right tools

This week’s thought might seem a little simple and mundane and yet there is a deeper message here.

We engaged a repair man to fix the windows in our new house.

With some brute force from Ross to get them open and a large screwdriver or pole to hold them open, I scrubbed and scrubbed and scrubbed to clean, what I estimate was 40 years of gunk and grime. Yuk. Double yuk.

I didn’t want the repairer to spread all that debris over the floor.

It took me weeks to systematically get them all cleaned and it was only last weekend that I figured out a better method for cleaning them.

Now you might ask, “Why didn’t I engage a professional window cleaner to clean them?”.

Two reasons:

1.      I didn’t expect they would take as long as they did to clean, and

2.      The renovation budget was way over maxed out, and

3.      I just thought of number 3, we were out of time to organise a third party.

For the first half of the windows, I struggled to scrub the build up of grime off the frames. I applied as much pressure as I could and went over and over and over the frames and they hardly looked any cleaner. Very frustrating.

So, as often happens, when things aren’t working out how we want, we ask “How can I do this better? Is there an easier way? There has to be a better way to do this?”

I looked in my cupboard. I found a cream cleanser and some Gumption. I decided to give the cream cleanser a go.

OMG! This stuff glided on and off. It wasn’t perfect but it was so much better than the earlier results I had achieved.

Not only was it quicker, it also increased my enthusiasm and motivation to get the rest of the windows cleaned.

When you have the right tools, the job is easier, gets done quicker with better results and is more motivating.

Now to the main point. How long do you struggle with something before you finally go looking for a better way?

How often do you “go it alone” without asking for advice from others who may have more knowledge or experience than you?

Your task this week is to look at your list of jobs and choose one that you’re struggling with or frustrated by the lack of results and send your brain looking for the answer to the question, “what’s a better way to do this?”

Try it. Your brain is a goal achieving machine. It must answer any questions you ask it. So ask better questions and do it quicker.

It’s so much easier and so much more rewarding when you have the right tools.

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Some Will. Some Won’t. Next. (WT641)

Some Will. Some Won’t. Next. (WT641)

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WT 641 Some will, some won't, next

“Some will. Some won’t. Next” was a saying I learnt from Bob Johnston, international sales trainer.

Bob’s intention was to help salespeople to not take it personally when potential customers said “No”.

When you think about it, it’s actually quite logical. Some will want your service or product and some people won’t want it. Some won’t want it now and some won’t want it ever. For those who don’t want it ever, move on to the Next potential customer.

This affirmation not only helps with mindset, it also helps with productivity because the salesperson doesn’t waste time or energy following up someone who doesn’t want the product or service and the potential customer doesn’t feel harassed into buying something.

This leads to my next point. It’s okay to say “No”. In fact, salespeople prefer you to say “No” if you don’t want it because it frees them up to move on.

I appreciate it when people say “No thankyou” to me. I don’t take it personally. They have their reasons. I accept their decision.

It sends me bananas (frustrates me) when I take the time to follow-up with people and my calls aren’t returned. It means I’ve either got to invest more time to follow-up, just in case they do want the product or service or I make the decision myself that they don’t want it and move on. The latter decision could well be an incorrect decision because they may want the product or service at a later date. Who knows?

Recently Ross and I have requested quite a number of quotes from various trades as we’ve renovated the house. We always make it a point to let people know when we’ve decided to go with another supplier.

Your mission this week is to be assertive. If you have decided you don’t want to purchase something, or you’ve chosen a different supplier, please speak up. The salesperson will appreciate it.

They know, Some Will. Some Won’t and they can move on to Next.

Freak Yourself Out (WT639)

Freak Yourself Out (WT639)

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WT 639 Freak yourself out

This week I’ve been totally perturbated, causing me to procrastinate.

Another way of describing perturbation is to freak yourself out.

Perturbation occurs when you are challenged and feel uncomfortable just before a breakthrough.

Vocabulary.com refers to perturbation as a “state of agitation”.

So what caused my freak out?

I decided to create a new online training program called The Loyal Lieutenant Masterclass Series, to support Seconds-in-Command to step up and create systems and processes in their businesses and/or departments.

No big deal.

I’m very comfortable “teaching”.

I’m very uncomfortable “selling”.

In the past, my “sales” webinars have ended up being “training” webinars, meaning attendees got enough training to feel confident that they could do it themselves and yet without the support and the in-depth training, I know they won’t be able to do it or will become too overwhelmed.

So this time I challenged myself to change my presentation and this freaked me out.

I’ve had to totally change my mindset. I’ve sought training and assistance from various people. I couldn’t do it alone.

One of my mentors helped me to see that consumers’ buying habits have changed. Before Covid, many were reluctant to buy online. Before Covid, most marketers thought they had to nurture their subscribers before offering them a solution to their problem.

According to my mentor, consumers want instant gratification. If they’ve got a problem, they want a solution and they want it now. They don’t want to be “nurtured”. They want their problem fixed.

That’s the mindset I’ve adopted. The seconds-in-command, the leaders, the managers who’ve registered for the webinar on how to create systems to save time and money have a problem and I have the solution that can help them, and they want it now. I am doing all of us a disservice if I don’t offer them the help, even though I’m as uncomfortable as hell in making the offer.

I’m sharing this with you because I want to encourage you, to freak yourself out. Get uncomfortable. Commit to doing something that will challenge you. Seek help and guidance. It’s the only way to grow.

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Time Log Insights (WT633)

Time Log Insights (WT633)

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WT 633 Time Log Insights

Last week I mentioned I was completing a 14 day Time Log and this week I would share my insights.

Here’s what I discovered:

As I was printing and preparing for this week’s Leading Yourself and Leading Others Experience I could hear my colleagues saying “Shirl, that’s a job someone else could do” and I agree, it is a job someone else could do. In the process of thinking about delegating or paying OfficeWorks to do the printing, I became aware of 3 obstacles/challenges/limiting beliefs:

1. I would need to be more organised to hand over the tasks

2. I don’t give clear instructions because I generally have to instruct twice

3. In the past it hasn’t been done to my satisfaction so I have a belief that no-one will get it right.

It was interesting to me to see how much of my procrastination for delegation was actually bound to my limiting beliefs.

As I’ve mentioned before, it’s not strategy that we need to bridge the gap between where we are now and where we want to be, it’s becoming aware of our limiting beliefs and changing them.

It was also interesting to me that I received feedback from my Executive Assistant and one of her colleagues, that I actually give good instructions.   They are very happy with the way I communicate and yet I had decided that I don’t communicate very well.   Moral of the story here for me, seek feedback rather than making an assumption or a decision, especially if it has the effect of limiting your results.

Also, in terms of number 1 above and being more organised, I’ve had to take a serious look at the benefit I get for wearing the badge that I’m a Last Minute Lucy.  Seriously, this kind of behaviour serves no-one, so I’ve decided not to say it anymore and to no longer allow myself the excuse or justification.

How about you?

What limiting beliefs are you carrying that stop you from being more efficient with your time and more productive?

What justifications and excuses are you using to let yourself off the hook?

It’s not that comfortable looking in the mirror and it certainly wasn’t comfortable analysing my time log, however I and my team will be much better for it.

How about you?   What time log insights do you have or imagine you could find?

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Push Push Push Rest Rest Rest (WT632)

Push Push Push Rest Rest Rest (WT632)

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WT 632 Push push push Rest rest rest

Wowza, have the past two weeks been confronting for me.

I have been completing a time log for 10 out of 14 days.

The idea is to see where you are spending/investing/wasting your time in order to get more productive.

It’s not meant to be judgemental although I’ve gotten myself in such a tizzy judging my time entries.

I’ve also noticed the difference between the personality types as I’ve listened to some of my colleagues talking about productivity versus self-care.

My “Driver” colleagues go “push push push”. More productivity. More Tasks. Get more done. Pay someone to do a lesser costing job so you can do tasks that add more value.

My “Counsellor” colleagues say “rest rest rest”. Look after yourself. Be kind to yourself. Nurture yourself. You’ll burn out if you don’t.

In my opinion, both have merit.  We do need to “drive” ourselves and push to get things done and we also need to look after ourselves.

It’s been interesting for me to see my reaction when I log time with Ross to sit and talk (which happens to be my Love Language – Quality Time & Conversation) and enjoy dinner with him or sitting together on the lounge of an evening and the feelings of guilt, frustration and fear that surface, in anticipation that someone will analyse my time log and judge me to be wasting time.

Wowza!

I have identified some areas I could improve my productivity however the biggest aha for me has been the realisation that I am still fearful of other’s judgement (so I judge myself first).

How do you think you’d go if you committed to documenting your time from the time you wake to the time you go to sleep at 15 minute intervals for 2 solid weeks?

If you’re keen to do it, you can either record the times and the activities on paper or digital thingy or you can determine the categories and record the category entry in a spreadsheet that has 7 days of columns and 15 minute intervals for rows. 

My time log finishes on the weekend. I’ll let you know what further insights I have next week.  Let me know how you go if you decide to do it.

Where do you sit on the Push Push Push Rest Rest Rest continuum?

P.S. Invite your friends to get the Weekly Thoughts delivered directly to their inbox. Go to https://shirleydalton.com/weekly-thoughts.

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