1. Part 7—Multiplying Effectiveness McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.

2. 7-2 “Smart managers like to see their employees increase their responsibilities because it frees the managers to tackle new or undone tasks.”

3. 7-3  Share Power with employees  Don’t delegate the bad jobs, saving the good ones for yourself  Know your employees

4. 7-4  Use delegation as a development tool  If you delegate work that is not within a person’s normal job, be sure toe explain why.  Delegate work fairly among all employees.  Once you have delegated a task, follow up to make sure it is done properly.

5. 7-5  Delegate only if you have confidence the employee is capable of handling the task  Define responsibilities for each employee, and make this information known to others  Delegate so an employee is accountable to and receives instruction from only one source  When delegating authority, back your employees if that authority is questioned

6. 7-6  Let employees know what decisions they have authority to make  Delegate decision-making to the lowest possible level  Delegate with consistency  Delegate whole tasks so employees can see projects through to completion  Allow sufficient time to complete projects  Reinforce good performance

7. 7-7  Insist on clear communication when delegating work  Make good use of questions when delegating work  When you assign tasks, make sure they can be accomplished  Explain the importance of assignments

8. 7-8  Learn to live with work styles that are not like your own  Avoid delegating tasks that are pets, personal, or petty  Follow the three D’s for all work: Do it, Delegate it, or ditch it

9. 7-9  Consider the availability of the employee  Use work assignments to develop people.  Know exactly what you want to communicate before giving an order.

10. 7-10  If many duties or steps are involved in an order, follow oral communication with a note and keep a copy.  Ask rather than tell, but leave no doubt that you expect compliance.  Use the correct language for the employee’s training level.

11. 7-11  Make assignments in a logical sequence using clear and concise language.  Be considerate but never apologetic for asking someone to do a job.  Talk deliberately and authoritatively, but avoid shouting across a room or making an unnecessary show of power.

12. 7-12  Take responsibility for the orders you give.  Give people the opportunity to ask questions and express opinions.  Follow up to make sure assignments are being carried out properly, and modify them if the situation warrants.

13. 7-13 IdeasPeopleThings FOCUS OF WORK ThinkingCoordinatingDoing NATURE OF WORK Later Career Middle Career Early Career CAREER STAGES

14. 7-14 1. Conceptual skills 2. Relational Skills 3. Technical Skills

15. 7-15 FIRST-LEVEL MANAGERS

16. 7-16 MIDDLE-LEVEL MANAGERS

17. 7-17 TOP-LEVEL MANAGERS

18. 7-18 Henry David Thoreau “If a man does not keep pace with his friends, perhaps it is because he hears a different drummer. Let him step to the music he hears, however measured or far away.”

19. 7-19 “He ain’t heavy, he’s my brother.” Father Edward Flanagan

20. 7-20 “A drop of honey catches more flies than a gallon of gall. So it is with men as well. If you would win a man to your cause, first convince him that you are his friend. It is a drop of honey that catches his heart, which, say what he will, is the highroad to his reason.” Abraham Lincoln

21. 7-21 “Give me liberty, or give me death” Patrick Henry

22. 7-22 I shall be telling this with a sigh Somewhere ages and ages hence: Two roads diverged in a wood, And I – I took the one less traveled by, And that has made all the difference. Robert Frost

23. 7-23

24. 7-24 “United We Stand, Divided We Fall” Participative “I Want You!” “I Want You!” Traditional “Live Free Or Die!” Individualistic

25. 7-25 “He drew a circle that shut me out, Heretic, rebel, a thing to flout; But Love and I had the wit to win-- We drew a circle that took him in.”

26. 7-26  Talk it out  Be understanding  Give a Little  Be Tolerant

27. 7-27 Provide clarity of direction Organize efforts Give attention to detail Adhere to standards Appreciate traditions Remember facts and figures Give structure and order Provide consistency

28. 7-28 Care about people Bring harmony and peace Teach and give counsel Give encouragement to others Instill team spirit Persuade and motivate Are sensitive to others and of their needs Provide warmth and support

29. 7-29 Challenge the system Find flaws in procedures tackle problems with zest Provide reform where needed generate new ideas Focus on the present Accentuate possibilities Celebrate the individual

30. 7-30  Openness to experience  Conscientiousness  Extroversion  Agreeableness  Neuroticism

31. 7-31 High Conscientiousness High Agreeableness Low Neuroticism GETTING ALONG High Extroversion High Openness to Experience GETTING AHEAD

32. 7-32 1. Be who you are 2. Do what you love 3. Stay young, stay foolish