When you end up coming back to people and they haven't got on with
things like you expected.
And sometimes it seems to be the same people who you have this problem
with.
'Making it Happen' is a simple tactic to ensure that progress on a
topic is made clearly, quickly and precisely.
Ken Blanchard has a great little (and as always, easy to read) book
called 'The One Minute Manager meets the Monkey'. Today's newsletter is
all about the 'monkey'.
By ensuring that there is always a 'next step' in any discussion, issue
or problem, which is clearly defined, owned by someone and timescaled,
you will be much more likely to have progression.
So what is this 'next step' and how does a monkey fit into all this?
Well, the 'next step' is some actual piece of activity that someone
(and it is best if it isn't you! I'll come on to that later), takes
accountability for delivering, demonstrably and in a certain timescale.
If you've come across SMART objectives, it's along those lines and very
tactical. It happens and happens fast - usually.
This 'next step' in a process, means that things keep moving and
someone is signed up to the progress by doing the next link towards the
final outcome. Think of it as a monkey jumping from each person's
shoulder to the next. The 'doer' takes the monkey with them - and you
ensure that it isn't usually you!
By keeping this as the goal, step by relevant next step, the overall
outcome is achieved.
Who is the 'doer'? Well, that depends on who is best placed to do the
doing! In developmental management and team cultures, as many
individuals as possible get involved in taking the 'next step'
(carrying off the monkey!).
Whilst it is easy for a manager to take the brunt of these, it is very
useful to help others take these 'next steps, even if they are not
experts in that area of their work.
Using 'next steps' as a developmental exercise can be very valuable for
individuals who want to stretch their experience and develop their
capabilities.
Without just 'dropping them in it', by providing ongoing support,
whilst giving them the accountability to deliver (a strong learning in
itself), a manager can evolve a highly skilled and broadly experienced
team around who will enable continuity when times get tough.
And a succession planning process which evolves without too much
effort.
Things get done, people get developed, the manager delegates
effectively, making the best of his or her time.
Now how great a solution is that then!
Martin Haworth
http://www.coaching-
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