Is your biggest frustration when it comes to your team working on a project that you feel like you are constantly micro-managing and nagging?

There could be a very obvious reason why.

In this video I share with you why too often I see managers and leaders stuck in an old school paradigm of assigning projects and tasks to a single person whose “job description” it falls under rather than thinking differently and assigning tasks within the project across a team.

Therefore creating “team accountability” and delegating to the individuals natural strength reducing procrastination and performance managing… instead creating more flow in the department with a culture of collaboration and completion.

Here’s more about how this shift in thinking works in the video below

 

How often do you hear yourself say, “If only my team will just get on with the task or the project instead of procrastinating or avoiding getting some of the finer details done?”

My name is Yvonne Hilsz and in this video I want to share with you how you can actually create a self-managing team when it comes to projects and tasks.

I see time and time again with clients that what often happens is a project will come in or be created and it then gets typically aligned or sent through the person who’s job description it fits. Now, the challenge with that is that often we’re recruiting to try and find someone who’s got a very broad set of skills and then we don’t actually align their tasks or activities to their natural strengths.

When I work with clients and we look at how they’re managing their projects and tasks that come through, I say let’s step back and do a little bit of a paradigm shift and let’s align and divvy up elements of that project or task to their natural skill-set within the broader teams and sometimes cross-collaborating with other departments.

Now, the benefit is extraordinary. First of all, you can isolate to someone’s own genius, their natural talent, where they perform their best, which by the way reduces procrastination, avoidance or performance management. Because when you’re doing what you love, you don’t need someone on your back telling you it has to be done.

By divvying it up, that person stays in their own genius and they can do the component of the project that is their natural skill and natural start. So they’ll do a better job, it will be quicker and faster, they’ll be more inspired whatever that task maybe because they’re doing what they love. Then, they can tag team with multiple people in the organisation with the other components.

Now this maybe such a smart way to work rather than going through job description, align the task within the project to job accountabilities to suit the natural fit.

A couple other things that I noticed too that if this so person lead where typically where they may have the whole project or task, the challenge is that they’ll have the wisdom if not all the wisdom, goes with that person to their next employer or it could even be your competitor. If they have only one who’s primarily been involved in the project and work through the challenges of the areas that I’ve been genius, you’ve lost all that talent and information.

When you do cross collaborate and you share the projects and tasks within the team for who’s got that natural skill-set, you don’t run the risk of that whole entire wisdom and knowledge of that project walking because multiple people are now involved.

When I have seen this rolled out very quickly, it’s been extraordinarily helped much faster projects can get completed, far less nagging and and micromanaging as I often hear from the leadership team because they’re not trying to drag people to be a square pig within a round hole. There’s more joy that culture is certainly better and people are communicating in cross collaborating. With that, it becomes a wonderful team, environment team spirit.

For me the fundamental behind that is we’re valuing and honouring the person for their true gifts and talents and allowing them to leverage that and to continue and grow and develop further which if we look at what our role is a coach, as a leader, as a leader, we really want to create a great environment for our team. Isn’t that one of the ways that you want to do? You want them to flourish and be a better version of themselves?

The way it starts with those projects and tasks, stop thinking job description or, “This is how we’ve always done it so this is how we’ll always going to do it.” Instead, look at your team who’s natural strength would fit elements of that project, have them cross collaborate and tag team through it. There’s different elements where you need a creative person or creative team to get involve and come up with all the great ideas.

Then, hand them to someone who’s got a the ability to figure out who else on the team needs to come on to this. Then, making sure that this person’s got a really fantastic sense of timing and just a really good rhythm to, “When do we go execute this? When does that happen?” It’s going to be very different from someone who’s creative because they’re like, “Where do we need to go now?” There’s a process we’ve got to follow.

Finally, I’ll be looking to see who in the team’s got that real strong attention and eye for detail and is really good at analysing the data. Because, you’re not going to find those same strengths in those four types of people. Your creatives are typically great on detail. Your people people certainly have a great ability to motivate and cheerlead a network but not going to be strong on timing, typically or data. Your timing people might not be very good at having a lot of really, really creative ideas. Data people half of the time, they would just like to be left alone to crunch the numbers, do the analysis, get the accuracy right and then hand them over to someone to come and spread it through the team.

Do that and I think you’ve got a winning formula. I really do and certainly the results would speak – lift in performance, lift in productivity, reduction in procrastination even sickness and absenteeism. Again, that final piece that you create is a really dynamite team who now collaborate and work collectively to get a common goal achieved.

I’d love to help you in your organisation for that. I really specialise in helping teams find what their natural skill set and then helping the teams piece that all together to go, “Who do we hand this over to and when and what time?”

If you are looking to see how do I go from a team that’s performing well but there’s a lot of push and resistance in some areas when it comes to rolling out projects and tasks to actually having a team that’s cross collaborating, they’re collaborating, they’re communicating, they’re really honouring each other for their natural gifts and talents, then I’d love to have a chat. Certainly, book in a time with me and let’s start and begin that conversation, that journey.

Anyway, I hope you find this useful. Check out my website.  There’s lots of useful tips around sales, service and how you create a high performing team. Thank you.

If you would like to book in a quick call with me to see if and how I can help you then book here

 

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