A company that runs without the president passes on criteria for judgment, not just tasks.
The other day, I talked about how "if you want to step away from the front lines, you should first narrow down what you do using KPIs!" This time, in addition to that, I want to talk about "sharing values."
I once had a client, a business owner, who lamented, "I can't step away from the front lines..." So, I suggested creating behavioral guidelinesbased on the company's vision and values, and sharing them with the staff on the front lines, which they actually did.
What was the result?
After creating and sharing these behavioral guidelines with the staff and putting them into practice,
the number of confirmation calls and consultations asking, "What should I do in this situation?" decreased, and the front lines began to function even without the president.
What you should pass on is not "tasks" but "criteria for judgment"
When it comes to delegation, many presidents try to pass on "tasks." However, what you actually need to pass on is not the tasks, but the "criteria for judgment." To put it another way, it might be called "the attitude toward work and customers."
On the front lines of work, small problems occur frequently every day. The question of "What should I do in that moment?" is constantly being asked.
Is the reason you can't delegate work to your staff not because they are "inexperienced at the work," but because they "cannot make judgments on their own" or "make different judgments than the president would"?
In the first place, if you can't delegate because they are inexperienced, then that is a "person you shouldn't delegate to yet." What that person needs, before behavioral guidelines, is a mentor or a manual.
But if you can't delegate to staff who have been working with you for years, it's not so much about their work skills, but because you don't fully trust their judgment and attituderegarding work.
When values are aligned, you can safely leave your back to them
The aforementioned president was able to align daily judgment criteria with the staff by creating behavioral guidelines based on the company's values, and became able to leave the front lines to them with peace of mind. If you can trust their values and attitude toward work, you will naturally be able to delegate work.
…Now, a question arises here.
People who produce results but whose attitude toward work cannot be trusted
People who do not produce results but whose attitude can be trusted
How should a president deal with staff members who fall into these patterns? Regarding this very troublesome issue in organizational development, I would like to think about it by dividing it into several patterns next time.
[Breaking Through the Plateau Diagnosis]
"Recently, sales have somehow hit a plateau..." "I'm busy every day, and I don't have the time or energy to invest in new challenges." "I know there's a problem, but I'm not sure where or how to improve it."
For business owners who want to break through the status quo but are worried about their next move, we have prepared a "Breaking Through the Plateau Diagnosis."
By simply answering 35 simple questions from 5 perspectives, the bottleneck in your company will be highlighted at a glance with a "radar chart."
Please use this as an opportunity to objectively re-examine your company and grasp hints for the next stage of growth.
▼ [Free] Click here for the "Breaking Through the Plateau Diagnosis" to see your company's issues in just a few minutes
(If you are on a smartphone, you can start immediately by scanning the QR code below)
