Keep Only a Few Friends
Sufyaan ath-Thawri (may Allah have mercy on him) said that one foolishly compromised one's religion when one kept too many friends. Having too many acquaintances diverts one from one's duty towards one's Lord, for a person who has many friends is always busy socializing with them and fulfilling their rights over him; so he becomes prreoccupied with people when he really should be preoccupied with his religious duties. The ill-effects of being too gregarious can last well beyond a social gathering. Sufyaan said, "I might meet a brother and as a result, remain heedless (of what I should be doing) for an entire month."
A friend, Sufyaan insisted, should be someone who helps one to improve as a Muslim; otherwise he is not worth keeping as a friend. Sufyaan expressed this sentiment when he sad, "If someone is not with you, then he is against you."
And Yousuf ibn Asbaat reported that he heard Sufyaan ath-Thawri say, "Whenever I spoke contrary to the desires of any man, he, regardless of who he was, would inevitably become furious with me. The people of knowledge and piety have departed."
Sufyaan once advised someone to test the character of the person he wanted to befriend. Sufyaan said, "Choose whoever you want as your companion. But when you have made your choice, make him angry, and then order someone to go and ask him what he thinks about you-without him knowing that you sent that person."
Bakr ibn Muhammad Al-'Aabid related that Sufyaan ath-Thawri once said to him, "Direct me to a man with whom I can keep company." Sufyaan said, "You are searching for something that cannot be found."
Khalf ibn Ismaa'eel Al-Barzaanee reported that he heard Sufyaan ath-Thawri said, "Acquaint yourself with fewer people, and as a result, you will backbite less (frequently) ." And Sufyaan ibn 'Uyainah said, "I once saw ath-Thawri in my sleep and I said to him, 'Advise me,' and he responded, 'Acquaint yourself with fewer people."
May Alah have mercy on him, Ameen
Friday, August 13, 2010
I Fear
Ibnul-Qayyium said in AnNooniyyah:
"By Allah, I don't fear my past sins, since I have sincerely repented to Allah and Allah loves to forgive.However, what I truly fear is that in the future this heart of mine will cease to rule by this Quran and this revelation."
"By Allah, I don't fear my past sins, since I have sincerely repented to Allah and Allah loves to forgive.However, what I truly fear is that in the future this heart of mine will cease to rule by this Quran and this revelation."
Ten useless matters
Imam Ibn al Qayyim Jawziyyah
There are ten useless matters:
Knowledge that is not acted on
The deed that has neither sincerity nor is based on following the righteous examples of others
Money that is hoarded, as the owner neither enjoys it during this life nor obtains any reward for it in the Hereafter
The heart that is empty of love and longing for Allah, and of seeking closeness to Him
A body that does not obey and serve Allah
Loving Allah without following His orders or seeking His pleasure
Time that is not spent in expiating sins or seizing opportunities to do good
A mind that thinks about useless matters
Serving those who do not bring you close to Allah, nor benefit you in your life
Hoping and fearing whoever is under the authority of Allah and in His hand; while he cannot bring any benefit or harm to himself, nor death, nor life; nor can he resurrect himself.
However the greater of these matters are wasting the heart and wasting time. Wasting the heart is done by preferring this worldly life over the Hereafter, and wasting time is done by having incessant hope. Destruction occurs by following one’s desires and having incessant hope, while all goodness is found in following the right path and preparing oneself to meet Allah.
How strange it is that when a servant of Allah has a [worldly] problem, he seeks help of Allah, but he never asks Allah to cure his heart before it dies of ignorance, neglect, fulfilling one’s desires and being involved in innovations. Indeed, when the heart dies, he will never feel the significance or impact of his sins.
There are ten useless matters:
Knowledge that is not acted on
The deed that has neither sincerity nor is based on following the righteous examples of others
Money that is hoarded, as the owner neither enjoys it during this life nor obtains any reward for it in the Hereafter
The heart that is empty of love and longing for Allah, and of seeking closeness to Him
A body that does not obey and serve Allah
Loving Allah without following His orders or seeking His pleasure
Time that is not spent in expiating sins or seizing opportunities to do good
A mind that thinks about useless matters
Serving those who do not bring you close to Allah, nor benefit you in your life
Hoping and fearing whoever is under the authority of Allah and in His hand; while he cannot bring any benefit or harm to himself, nor death, nor life; nor can he resurrect himself.
However the greater of these matters are wasting the heart and wasting time. Wasting the heart is done by preferring this worldly life over the Hereafter, and wasting time is done by having incessant hope. Destruction occurs by following one’s desires and having incessant hope, while all goodness is found in following the right path and preparing oneself to meet Allah.
How strange it is that when a servant of Allah has a [worldly] problem, he seeks help of Allah, but he never asks Allah to cure his heart before it dies of ignorance, neglect, fulfilling one’s desires and being involved in innovations. Indeed, when the heart dies, he will never feel the significance or impact of his sins.
Ten useless matters
Imam Ibn al Qayyim Jawziyyah
There are ten useless matters:
Knowledge that is not acted on
The deed that has neither sincerity nor is based on following the righteous examples of others
Money that is hoarded, as the owner neither enjoys it during this life nor obtains any reward for it in the Hereafter
The heart that is empty of love and longing for Allah, and of seeking closeness to Him
A body that does not obey and serve Allah
Loving Allah without following His orders or seeking His pleasure
Time that is not spent in expiating sins or seizing opportunities to do good
A mind that thinks about useless matters
Serving those who do not bring you close to Allah, nor benefit you in your life
Hoping and fearing whoever is under the authority of Allah and in His hand; while he cannot bring any benefit or harm to himself, nor death, nor life; nor can he resurrect himself.
However the greater of these matters are wasting the heart and wasting time. Wasting the heart is done by preferring this worldly life over the Hereafter, and wasting time is done by having incessant hope. Destruction occurs by following one’s desires and having incessant hope, while all goodness is found in following the right path and preparing oneself to meet Allah.
How strange it is that when a servant of Allah has a [worldly] problem, he seeks help of Allah, but he never asks Allah to cure his heart before it dies of ignorance, neglect, fulfilling one’s desires and being involved in innovations. Indeed, when the heart dies, he will never feel the significance or impact of his sins.
There are ten useless matters:
Knowledge that is not acted on
The deed that has neither sincerity nor is based on following the righteous examples of others
Money that is hoarded, as the owner neither enjoys it during this life nor obtains any reward for it in the Hereafter
The heart that is empty of love and longing for Allah, and of seeking closeness to Him
A body that does not obey and serve Allah
Loving Allah without following His orders or seeking His pleasure
Time that is not spent in expiating sins or seizing opportunities to do good
A mind that thinks about useless matters
Serving those who do not bring you close to Allah, nor benefit you in your life
Hoping and fearing whoever is under the authority of Allah and in His hand; while he cannot bring any benefit or harm to himself, nor death, nor life; nor can he resurrect himself.
However the greater of these matters are wasting the heart and wasting time. Wasting the heart is done by preferring this worldly life over the Hereafter, and wasting time is done by having incessant hope. Destruction occurs by following one’s desires and having incessant hope, while all goodness is found in following the right path and preparing oneself to meet Allah.
How strange it is that when a servant of Allah has a [worldly] problem, he seeks help of Allah, but he never asks Allah to cure his heart before it dies of ignorance, neglect, fulfilling one’s desires and being involved in innovations. Indeed, when the heart dies, he will never feel the significance or impact of his sins.
Thursday, August 12, 2010
The punishment for a sin
The punishment for a sin committed by a believer is removed in ten ways:
He repents to Allah (Taubah), so Allah accepts his repentance, for the one who repents from sin is like the one who has no sin.
He seeks forgiveness from Allah (istighfar), so Allah forgives him.
He does good deeds that erase his sin, for good deeds erase bad ones.
His believing brethren pray for him or seek forgiveness for his sins during his life or death.
Or they [ask Allah] to bestow on him as gift from the reward for their deeds, with which Allah benefits him.
His Prophet Muhammad, sallallahu `alayhi wa sallam, intercedes for him.
Allah tests him with trials in this world which expiate his sin.
Allah tests him in al-Barzakh (the intermediate life in the grave, between the death and the Day of Judgment) which expiates his sin.
Allah tests him in the various stages of the Day of Judgment which expiates his sins.
Or the Most Merciful of those who have mercy has mercy on him.
Whoever, then, is missed by these ten cannot blame anyone but himself.
He repents to Allah (Taubah), so Allah accepts his repentance, for the one who repents from sin is like the one who has no sin.
He seeks forgiveness from Allah (istighfar), so Allah forgives him.
He does good deeds that erase his sin, for good deeds erase bad ones.
His believing brethren pray for him or seek forgiveness for his sins during his life or death.
Or they [ask Allah] to bestow on him as gift from the reward for their deeds, with which Allah benefits him.
His Prophet Muhammad, sallallahu `alayhi wa sallam, intercedes for him.
Allah tests him with trials in this world which expiate his sin.
Allah tests him in al-Barzakh (the intermediate life in the grave, between the death and the Day of Judgment) which expiates his sin.
Allah tests him in the various stages of the Day of Judgment which expiates his sins.
Or the Most Merciful of those who have mercy has mercy on him.
Whoever, then, is missed by these ten cannot blame anyone but himself.
Tuesday, August 10, 2010
My Rizq
توكلت في رزقي على الله خالقي *** و أيقنت أن الله لا شك رازقي
و ما يك من رزقي فليس يفوتني *** و لو كان في قاع البحار العوامق
سيأتي به الله العظيم بفضله *** و لو لم يكن مني اللسان بناطقي
ففي أي شيء تذهب النفس حسرة *** و قد قسم الرحمن رزق الخلائق
When it comes to my provisions, I rely upon Allah, my Creator
And I know with certainty that He will no doubt provide for me.
Whatever’s in my due, will not pass me by,
Even if it were to be in the depths of the sea.
Allah the Exalted will bring it forth by His Grace,
Even if I were to remain silent over it.
So, what can a soul feel sorrow over,
When the Most Merciful has set the provisions of the creation?
- Imam al-Shafi’i
و ما يك من رزقي فليس يفوتني *** و لو كان في قاع البحار العوامق
سيأتي به الله العظيم بفضله *** و لو لم يكن مني اللسان بناطقي
ففي أي شيء تذهب النفس حسرة *** و قد قسم الرحمن رزق الخلائق
When it comes to my provisions, I rely upon Allah, my Creator
And I know with certainty that He will no doubt provide for me.
Whatever’s in my due, will not pass me by,
Even if it were to be in the depths of the sea.
Allah the Exalted will bring it forth by His Grace,
Even if I were to remain silent over it.
So, what can a soul feel sorrow over,
When the Most Merciful has set the provisions of the creation?
- Imam al-Shafi’i
Monday, August 9, 2010
Delegation
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delegation
delegating authority skills, tasks and the process of effective delegation
Delegation is one of the most important management skills. These logical rules and techniques will help you to delegate well (and will help you to help your manager when you are being delegated a task or new responsibility - delegation is a two-way process!). Good delegation saves you time, develops you people, grooms a successor, and motivates. Poor delegation will cause you frustration, demotivates and confuses the other person, and fails to achieve the task or purpose itself. So it's a management skill that's worth improving. Here are the simple steps to follow if you want to get delegation right, with different levels of delegation freedom that you can offer.
This delegation skills guide deals with general delegation principles and process, which is applicable to individuals and teams, or to specially formed groups of people for individual projects (including 'virtual teams').
Delegation is a very helpful aid for succession planning, personal development - and seeking and encouraging promotion. It's how we grow in the job - delegation enables us to gain experience to take on higher responsibilities.
Effective delegation is actually crucial for effective succession. For the successor, and for the manager too: the main task of a manager in a growing thriving organization is ultimately to develop a successor. When this happens everyone can move on to higher things. When it fails to happen the succession and progression becomes dependent on bringing in new people from outside.
Delegation can be used to develop your people people and yourself - delegation is not just a management technique for freeing up the boss's time. Of course there is a right way to do it. These delegation tips and techniques are useful for bosses - and for anyone seeking or being given delegated responsibilities.
As a giver of delegated tasks you must ensure delegation happens properly. Just as significantly, as the recipient of delegated tasks you have the opportunity to 'manage upwards' and suggest improvements to the delegation process and understanding - especially if your boss could use the help.
Managing the way you receive and agree to do delegated tasks is one of the central skills of 'managing upwards'. Therefore while this page is essentially written from the manager's standpoint, the principles are just as useful for people being managed.
delegation and SMART, or SMARTER
A simple delegation rule is the SMART acronym, or better still, SMARTER. It's a quick checklist for proper delegation. Delegated tasks must be:
Specific
Measurable
Agreed
Realistic
Timebound
Ethical
Recorded
Traditional interpretations of the SMARTER acronym use 'Exciting' or 'Enjoyable', however, although a high level of motivation often results when a person achieves and is given recognition for a particular delegated task, which in itself can be exciting and enjoyable, in truth, let's be honest, it is not always possible to ensure that all delegated work is truly 'exciting' or 'enjoyable' for the recipient. More importantly, the 'Ethical' aspect is fundamental to everything that we do, assuming you subscribe to such philosophy.
The delegation and review form is a useful tool for the delegation process.
Also helpful tools for delegation, see the goal planning tips and template, and the activity management template.
The Tannenbaum and Schmidt Continuum model proviodes extra guidance on delegating freedom to, and developing, a team.
The Tuckman 'Forming, Storming, Norming Performing' model is particularly helpful when delegating to teams and individuals within teams.
Below are:
The steps of successful delegation - step-by-step guide.
The levels of delegation freedom - choose which is most appropriate for any given situation.
the steps of successful delegation
1 Define the task
Confirm in your own mind that the task is suitable to be delegated. Does it meet the criteria for delegating?
2 Select the individual or team
What are your reasons for delegating to this person or team? What are they going to get out of it? What are you going to get out of it?
3 Assess ability and training needs
Is the other person or team of people capable of doing the task? Do they understand what needs to be done. If not, you can't delegate.
4 Explain the reasons
You must explain why the job or responsibility is being delegated. And why to that person or people? What is its importance and relevance? Where does it fit in the overall scheme of things?
5 State required results
What must be achieved? Clarify understanding by getting feedback from the other person. How will the task be measured? Make sure they know how you intend to decide that the job is being successfully done.
6 Consider resources required
Discuss and agree what is required to get the job done. Consider people, location, premises, equipment, money, materials, other related activities and services.
7 Agree deadlines
When must the job be finished? Or if an ongoing duty, when are the review dates? When are the reports due? And if the task is complex and has parts or stages, what are the priorities?
At this point you may need to confirm understanding with the other person of the previous points, getting ideas and interpretation. As well as showing you that the job can be done, this helps to reinforce commitment.
Methods of checking and controlling must be agreed with the other person. Failing to agree this in advance will cause this monitoring to seem like interference or lack of trust.
8 Support and communicate
Think about who else needs to know what's going on, and inform them. Involve the other person in considering this so they can see beyond the issue at hand. Do not leave the person to inform your own peers of their new responsibility. Warn the person about any awkward matters of politics or protocol. Inform your own boss if the task is important, and of sufficient profile.
9 Feedback on results
It is essential to let the person know how they are doing, and whether they have achieved their aims. If not, you must review with them why things did not go to plan, and deal with the problems. You must absorb the consequences of failure, and pass on the credit for success.
levels of delegation
Delegation isn't just a matter of telling someone else what to do. There is a wide range of varying freedom that you can confer on the other person. The more experienced and reliable the other person is, then the more freedom you can give. The more critical the task then the more cautious you need to be about extending a lot of freedom, especially if your job or reputation depends on getting a good result. Take care to choose the most appropriate style for each situation. For each example the statements are simplified for clarity; in reality you would choose a less abrupt style of language, depending on the person and the relationship. At the very least, a "Please" and "Thank-you" would be included in the requests.
It's important also to ask the other person what level of authority they feel comfortable being given. Why guess? When you ask, you can find out for sure and agree this with the other person. Some people are confident; others less so. It's your responsibility to agree with them what level is most appropriate, so that the job is done effectively and with minimal unnecessary involvement from you. Involving the other person in agreeing the level of delegated freedom for any particular responsibility is an essential part of the 'contract' that you make with them.
These levels of delegation are not an exhaustive list. There are many more shades of grey between these black-and-white examples. Take time to discuss and adapt the agreements and 'contracts' that you make with people regarding delegated tasks, responsibility and freedom according to the situation.
Be creative in choosing levels of delegated responsibility, and always check with the other person that they are comfortable with your chosen level. People are generally capable of doing far more than you imagine.
The rate and extent of responsibility and freedom delegated to people is a fundamental driver of organisational growth and effectiveness, the growth and well-being of your people, and of your own development and advancement.
levels of delegation - examples
These examples of different delegation levels progressively offer, encourage and enable more delegated freedom. Level 1 is the lowest level of delegated freedom (basically none). Level 10 is the highest level typically (and rarely) found in organisations.
1 "Wait to be told." or "Do exactly what I say." or "Follow these instructions precisely."
This is instruction. There is no delegated freedom at all.
2 "Look into this and tell me the situation. I'll decide."
This is asking for investigation and analysis but no recommendation. The person delegating retains responsibility for assessing options prior to making the decision.
3 "Look into this and tell me the situation. We'll decide together."
This is has a subtle important difference to the above. This level of delegation encourages and enables the analysis and decision to be a shared process, which can be very helpful in coaching and development.
4 "Tell me the situation and what help you need from me in assessing and handling it. Then we'll decide."
This is opens the possibility of greater freedom for analysis and decision-making, subject to both people agreeing this is appropriate. Again, this level is helpful in growing and defining coaching and development relationships.
5 "Give me your analysis of the situation (reasons, options, pros and cons) and recommendation. I'll let you know whether you can go ahead."
Asks for analysis and recommendation, but you will check the thinking before deciding.
6 "Decide and let me know your decision, and wait for my go-ahead before proceeding."
The other person is trusted to assess the situation and options and is probably competent enough to decide and implement too, but for reasons of task importance, or competence, or perhaps externally changing factors, the boss prefers to keep control of timing. This level of delegation can be frustrating for people if used too often or for too long, and in any event the reason for keeping people waiting, after they've inevitably invested time and effort, needs to be explained.
7 "Decide and let me know your decision, then go ahead unless I say not to."
Now the other person begins to control the action. The subtle increase in responsibility saves time. The default is now positive rather than negative. This is a very liberating change in delegated freedom, and incidentally one that can also be used very effectively when seeking responsibility from above or elsewhere in an organisation, especially one which is strangled by indecision and bureaucracy. For example, "Here is my analysis and recommendation; I will proceed unless you tell me otherwise by (date)."
8 "Decide and take action - let me know what you did (and what happened)."
This delegation level, as with each increase up the scale, saves even more time. This level of delegation also enables a degree of follow-up by the manager as to the effectiveness of the delegated responsibility, which is necessary when people are being managed from a greater distance, or more 'hands-off'. The level also allows and invites positive feedback by the manager, which is helpful in coaching and development of course.
9 "Decide and take action. You need not check back with me."
The most freedom that you can give to another person when you still need to retain responsibility for the activity. A high level of confidence is necessary, and you would normally assess the quality of the activity after the event according to overall results, potentially weeks or months later. Feedback and review remain helpful and important, although the relationship is more likely one of mentoring, rather than coaching per se.
10 "Decide where action needs to be taken and manage the situation accordingly. It's your area of responsibility now."
The most freedom that you can give to the other person, and not generally used without formal change of a person's job role. It's the delegation of a strategic responsibility. This gives the other person responsibility for defining what changes projects, tasks, analysis and decisions are necessary for the management of a particular area of responsibility, as well as the task or project or change itself, and how the initiative or change is to be implemented and measured, etc. This amounts to delegating part of your job - not just a task or project. You'd use this utmost level of delegation (for example) when developing a successor, or as part of an intentional and agreed plan to devolve some of your job accountability in a formal sense.
contracts - 'psychological contracts', 'emotional contracts'
Variously called 'contracts' or 'psychological contracts' or 'emotional contracts', these expressions describe the process of agreeing with the other person what they should do and the expectations linked to the responsibility. It all basically means the same, whatever you call it. The point is that people cannot actually be held responsible for something to which they've not agreed. The point is also that everyone is more committed to delivering a responsibility if they've been through the process of agreeing to do it. This implies that they might have some feelings about the expectations attached, such as time-scale, resources, budget, etc., even purpose and method. You must give the other person the opportunity to discuss, question and suggest issues concerning expectations attached to a delegated task. This is essential to the contracting process.
Certain general responsibilities of course are effectively agreed implicitly within people's job roles or job descriptions or employment contracts, but commonly particular tasks, projects, etc., that you need to delegate are not, in which case specific discussion must take place to establish proper agreement or 'contract' between you and the other person.
delegation
delegating authority skills, tasks and the process of effective delegation
Delegation is one of the most important management skills. These logical rules and techniques will help you to delegate well (and will help you to help your manager when you are being delegated a task or new responsibility - delegation is a two-way process!). Good delegation saves you time, develops you people, grooms a successor, and motivates. Poor delegation will cause you frustration, demotivates and confuses the other person, and fails to achieve the task or purpose itself. So it's a management skill that's worth improving. Here are the simple steps to follow if you want to get delegation right, with different levels of delegation freedom that you can offer.
This delegation skills guide deals with general delegation principles and process, which is applicable to individuals and teams, or to specially formed groups of people for individual projects (including 'virtual teams').
Delegation is a very helpful aid for succession planning, personal development - and seeking and encouraging promotion. It's how we grow in the job - delegation enables us to gain experience to take on higher responsibilities.
Effective delegation is actually crucial for effective succession. For the successor, and for the manager too: the main task of a manager in a growing thriving organization is ultimately to develop a successor. When this happens everyone can move on to higher things. When it fails to happen the succession and progression becomes dependent on bringing in new people from outside.
Delegation can be used to develop your people people and yourself - delegation is not just a management technique for freeing up the boss's time. Of course there is a right way to do it. These delegation tips and techniques are useful for bosses - and for anyone seeking or being given delegated responsibilities.
As a giver of delegated tasks you must ensure delegation happens properly. Just as significantly, as the recipient of delegated tasks you have the opportunity to 'manage upwards' and suggest improvements to the delegation process and understanding - especially if your boss could use the help.
Managing the way you receive and agree to do delegated tasks is one of the central skills of 'managing upwards'. Therefore while this page is essentially written from the manager's standpoint, the principles are just as useful for people being managed.
delegation and SMART, or SMARTER
A simple delegation rule is the SMART acronym, or better still, SMARTER. It's a quick checklist for proper delegation. Delegated tasks must be:
Specific
Measurable
Agreed
Realistic
Timebound
Ethical
Recorded
Traditional interpretations of the SMARTER acronym use 'Exciting' or 'Enjoyable', however, although a high level of motivation often results when a person achieves and is given recognition for a particular delegated task, which in itself can be exciting and enjoyable, in truth, let's be honest, it is not always possible to ensure that all delegated work is truly 'exciting' or 'enjoyable' for the recipient. More importantly, the 'Ethical' aspect is fundamental to everything that we do, assuming you subscribe to such philosophy.
The delegation and review form is a useful tool for the delegation process.
Also helpful tools for delegation, see the goal planning tips and template, and the activity management template.
The Tannenbaum and Schmidt Continuum model proviodes extra guidance on delegating freedom to, and developing, a team.
The Tuckman 'Forming, Storming, Norming Performing' model is particularly helpful when delegating to teams and individuals within teams.
Below are:
The steps of successful delegation - step-by-step guide.
The levels of delegation freedom - choose which is most appropriate for any given situation.
the steps of successful delegation
1 Define the task
Confirm in your own mind that the task is suitable to be delegated. Does it meet the criteria for delegating?
2 Select the individual or team
What are your reasons for delegating to this person or team? What are they going to get out of it? What are you going to get out of it?
3 Assess ability and training needs
Is the other person or team of people capable of doing the task? Do they understand what needs to be done. If not, you can't delegate.
4 Explain the reasons
You must explain why the job or responsibility is being delegated. And why to that person or people? What is its importance and relevance? Where does it fit in the overall scheme of things?
5 State required results
What must be achieved? Clarify understanding by getting feedback from the other person. How will the task be measured? Make sure they know how you intend to decide that the job is being successfully done.
6 Consider resources required
Discuss and agree what is required to get the job done. Consider people, location, premises, equipment, money, materials, other related activities and services.
7 Agree deadlines
When must the job be finished? Or if an ongoing duty, when are the review dates? When are the reports due? And if the task is complex and has parts or stages, what are the priorities?
At this point you may need to confirm understanding with the other person of the previous points, getting ideas and interpretation. As well as showing you that the job can be done, this helps to reinforce commitment.
Methods of checking and controlling must be agreed with the other person. Failing to agree this in advance will cause this monitoring to seem like interference or lack of trust.
8 Support and communicate
Think about who else needs to know what's going on, and inform them. Involve the other person in considering this so they can see beyond the issue at hand. Do not leave the person to inform your own peers of their new responsibility. Warn the person about any awkward matters of politics or protocol. Inform your own boss if the task is important, and of sufficient profile.
9 Feedback on results
It is essential to let the person know how they are doing, and whether they have achieved their aims. If not, you must review with them why things did not go to plan, and deal with the problems. You must absorb the consequences of failure, and pass on the credit for success.
levels of delegation
Delegation isn't just a matter of telling someone else what to do. There is a wide range of varying freedom that you can confer on the other person. The more experienced and reliable the other person is, then the more freedom you can give. The more critical the task then the more cautious you need to be about extending a lot of freedom, especially if your job or reputation depends on getting a good result. Take care to choose the most appropriate style for each situation. For each example the statements are simplified for clarity; in reality you would choose a less abrupt style of language, depending on the person and the relationship. At the very least, a "Please" and "Thank-you" would be included in the requests.
It's important also to ask the other person what level of authority they feel comfortable being given. Why guess? When you ask, you can find out for sure and agree this with the other person. Some people are confident; others less so. It's your responsibility to agree with them what level is most appropriate, so that the job is done effectively and with minimal unnecessary involvement from you. Involving the other person in agreeing the level of delegated freedom for any particular responsibility is an essential part of the 'contract' that you make with them.
These levels of delegation are not an exhaustive list. There are many more shades of grey between these black-and-white examples. Take time to discuss and adapt the agreements and 'contracts' that you make with people regarding delegated tasks, responsibility and freedom according to the situation.
Be creative in choosing levels of delegated responsibility, and always check with the other person that they are comfortable with your chosen level. People are generally capable of doing far more than you imagine.
The rate and extent of responsibility and freedom delegated to people is a fundamental driver of organisational growth and effectiveness, the growth and well-being of your people, and of your own development and advancement.
levels of delegation - examples
These examples of different delegation levels progressively offer, encourage and enable more delegated freedom. Level 1 is the lowest level of delegated freedom (basically none). Level 10 is the highest level typically (and rarely) found in organisations.
1 "Wait to be told." or "Do exactly what I say." or "Follow these instructions precisely."
This is instruction. There is no delegated freedom at all.
2 "Look into this and tell me the situation. I'll decide."
This is asking for investigation and analysis but no recommendation. The person delegating retains responsibility for assessing options prior to making the decision.
3 "Look into this and tell me the situation. We'll decide together."
This is has a subtle important difference to the above. This level of delegation encourages and enables the analysis and decision to be a shared process, which can be very helpful in coaching and development.
4 "Tell me the situation and what help you need from me in assessing and handling it. Then we'll decide."
This is opens the possibility of greater freedom for analysis and decision-making, subject to both people agreeing this is appropriate. Again, this level is helpful in growing and defining coaching and development relationships.
5 "Give me your analysis of the situation (reasons, options, pros and cons) and recommendation. I'll let you know whether you can go ahead."
Asks for analysis and recommendation, but you will check the thinking before deciding.
6 "Decide and let me know your decision, and wait for my go-ahead before proceeding."
The other person is trusted to assess the situation and options and is probably competent enough to decide and implement too, but for reasons of task importance, or competence, or perhaps externally changing factors, the boss prefers to keep control of timing. This level of delegation can be frustrating for people if used too often or for too long, and in any event the reason for keeping people waiting, after they've inevitably invested time and effort, needs to be explained.
7 "Decide and let me know your decision, then go ahead unless I say not to."
Now the other person begins to control the action. The subtle increase in responsibility saves time. The default is now positive rather than negative. This is a very liberating change in delegated freedom, and incidentally one that can also be used very effectively when seeking responsibility from above or elsewhere in an organisation, especially one which is strangled by indecision and bureaucracy. For example, "Here is my analysis and recommendation; I will proceed unless you tell me otherwise by (date)."
8 "Decide and take action - let me know what you did (and what happened)."
This delegation level, as with each increase up the scale, saves even more time. This level of delegation also enables a degree of follow-up by the manager as to the effectiveness of the delegated responsibility, which is necessary when people are being managed from a greater distance, or more 'hands-off'. The level also allows and invites positive feedback by the manager, which is helpful in coaching and development of course.
9 "Decide and take action. You need not check back with me."
The most freedom that you can give to another person when you still need to retain responsibility for the activity. A high level of confidence is necessary, and you would normally assess the quality of the activity after the event according to overall results, potentially weeks or months later. Feedback and review remain helpful and important, although the relationship is more likely one of mentoring, rather than coaching per se.
10 "Decide where action needs to be taken and manage the situation accordingly. It's your area of responsibility now."
The most freedom that you can give to the other person, and not generally used without formal change of a person's job role. It's the delegation of a strategic responsibility. This gives the other person responsibility for defining what changes projects, tasks, analysis and decisions are necessary for the management of a particular area of responsibility, as well as the task or project or change itself, and how the initiative or change is to be implemented and measured, etc. This amounts to delegating part of your job - not just a task or project. You'd use this utmost level of delegation (for example) when developing a successor, or as part of an intentional and agreed plan to devolve some of your job accountability in a formal sense.
contracts - 'psychological contracts', 'emotional contracts'
Variously called 'contracts' or 'psychological contracts' or 'emotional contracts', these expressions describe the process of agreeing with the other person what they should do and the expectations linked to the responsibility. It all basically means the same, whatever you call it. The point is that people cannot actually be held responsible for something to which they've not agreed. The point is also that everyone is more committed to delivering a responsibility if they've been through the process of agreeing to do it. This implies that they might have some feelings about the expectations attached, such as time-scale, resources, budget, etc., even purpose and method. You must give the other person the opportunity to discuss, question and suggest issues concerning expectations attached to a delegated task. This is essential to the contracting process.
Certain general responsibilities of course are effectively agreed implicitly within people's job roles or job descriptions or employment contracts, but commonly particular tasks, projects, etc., that you need to delegate are not, in which case specific discussion must take place to establish proper agreement or 'contract' between you and the other person.
Friday, August 6, 2010
The Right to Lead
The Introduction from
The Right to Lead
by John Maxwell
WHAT GIVES A MAN OR WOMAN THE RIGHT TO LEAD?
It certainly isn't gained by election or appointment. Having position, title, rank, or degrees doesn't qualify anyone to lead other people. And the ability doesn't come automatically from age or experience, either. No, it would be accurate to say that no one can be given the right to lead. The right to lead can only be earned. And that takes time.
The Kind of Leader Others Want to Follow
The key to becoming an effective leader is not to focus on making other people follow, but on making yourself the kind of person they want to follow. You must become someone others can trust to take them where they want to go. As you prepare yourself to become a better leader, use the following guidelines to help you grow:
1. Let go of your ego.
The truly great leaders are not in leadership for personal gain. They lead in order to serve other people. Perhaps that is why Lawrence D. Bell remarked, "Show me a man who cannot bother to do little things, and I'll show you a man who cannot be trusted to do big things."
2. Become a good follower first.
Rare is the effective leader who didn't learn to become a good follower first. That is why a leadership institution such as the United States Military Academy teaches its officers to become effective followers first - and why West Point has produced more leaders than the Harvard Business School.
3. Build positive relationships.
Leadership is influence, nothing more, nothing less. That means it is by nature relational. Today's generation of leaders seem particularly aware of this because title and position mean so little to them. They know intuitively that people go along with people they get along with.
4. Work with excellence.
No one respects and follows mediocrity. Leaders who earn the right to lead give their all to what they do. They bring into play not only their skills and talents, but also great passion and hard work. They perform on the highest level of which they are capable.
5. Rely on discipline, not emotion.
Leadership is often easy during the good times. It's when everything seems to be against you - when you're out of energy, and you don't want to lead - that you earn your place as a leader. During every season of life, leaders face crucial moments when they must choose between gearing up or giving up. To make it through those times, rely on the rock of discipline, not the shifting sand of emotion.
6. Make adding value your goal.
When you look at the leaders whose names are revered long after they have finished leading, you find that they were men and women who helped people to live better lives and reach their potential. That is the highest calling of leadership - and its highest value.
7. Give your power away.
One of the ironies of leadership is that you become a better leader by sharing whatever power you have, not by saving it all for yourself. You're meant to be a river, not a reservoir. If you use your power to empower others, your leadership will extend far beyond your grasp.
In The Right to Lead, you will hear from and read about people who have done these same things and earned the right to lead others. Because of the courage they found and the character they displayed, other people recognized their admirable qualities and felt compelled to follow them.
The followers who looked to these leaders learned from them, and so can we. As you explore their worlds and words, remember that it takes time to become worthy of followers. Leadership isn't learned or earned in a moment.
~John Maxwell
The Right to Lead
by John Maxwell
WHAT GIVES A MAN OR WOMAN THE RIGHT TO LEAD?
It certainly isn't gained by election or appointment. Having position, title, rank, or degrees doesn't qualify anyone to lead other people. And the ability doesn't come automatically from age or experience, either. No, it would be accurate to say that no one can be given the right to lead. The right to lead can only be earned. And that takes time.
The Kind of Leader Others Want to Follow
The key to becoming an effective leader is not to focus on making other people follow, but on making yourself the kind of person they want to follow. You must become someone others can trust to take them where they want to go. As you prepare yourself to become a better leader, use the following guidelines to help you grow:
1. Let go of your ego.
The truly great leaders are not in leadership for personal gain. They lead in order to serve other people. Perhaps that is why Lawrence D. Bell remarked, "Show me a man who cannot bother to do little things, and I'll show you a man who cannot be trusted to do big things."
2. Become a good follower first.
Rare is the effective leader who didn't learn to become a good follower first. That is why a leadership institution such as the United States Military Academy teaches its officers to become effective followers first - and why West Point has produced more leaders than the Harvard Business School.
3. Build positive relationships.
Leadership is influence, nothing more, nothing less. That means it is by nature relational. Today's generation of leaders seem particularly aware of this because title and position mean so little to them. They know intuitively that people go along with people they get along with.
4. Work with excellence.
No one respects and follows mediocrity. Leaders who earn the right to lead give their all to what they do. They bring into play not only their skills and talents, but also great passion and hard work. They perform on the highest level of which they are capable.
5. Rely on discipline, not emotion.
Leadership is often easy during the good times. It's when everything seems to be against you - when you're out of energy, and you don't want to lead - that you earn your place as a leader. During every season of life, leaders face crucial moments when they must choose between gearing up or giving up. To make it through those times, rely on the rock of discipline, not the shifting sand of emotion.
6. Make adding value your goal.
When you look at the leaders whose names are revered long after they have finished leading, you find that they were men and women who helped people to live better lives and reach their potential. That is the highest calling of leadership - and its highest value.
7. Give your power away.
One of the ironies of leadership is that you become a better leader by sharing whatever power you have, not by saving it all for yourself. You're meant to be a river, not a reservoir. If you use your power to empower others, your leadership will extend far beyond your grasp.
In The Right to Lead, you will hear from and read about people who have done these same things and earned the right to lead others. Because of the courage they found and the character they displayed, other people recognized their admirable qualities and felt compelled to follow them.
The followers who looked to these leaders learned from them, and so can we. As you explore their worlds and words, remember that it takes time to become worthy of followers. Leadership isn't learned or earned in a moment.
~John Maxwell
Thursday, August 5, 2010
How should you deal with conflict in your workplace? By David Javitch
How should you deal with conflict in your workplace?
- Address It Directly. When conflict arises, you need to raise the issue with the parties involved. You want to emphasize the need for your employees to address it. At that time, you can explain that negative feelings and thoughts can be handled in an appropriate manner that can actually make them positive and productive.
- Listen to Both Sides. Speak with each party separately to gain their perspective on what the tension is all about. Make sure that along with any emotional information, you discuss specific facts or events that led up to or inflamed the situation.
- Bring Both (All) Parties Together. Allow them to share their version of the events or issue. Often, this step will elicit issues or facts that the other party was unaware of.
- Find Common Ground. This is very important, because often each side has some concern the other party can agree with, and this will become the foundation that enables you to bridge the gap that separates the parties involved.
- Encourage Compromise. For the sake of working together, each person must be willing to give in a little. This step may take a while because the sides are already firmly entrenched in their own viewpoint or version of what should happen to resolve the issue. When this is accomplished, everyone will feel a little better.
- Confront Negative Feelings. The feelings and thoughts that arose during the conflict stage have to be worked out. Unless this happens to everyone's satisfaction, the problem may go away for the moment, but the hard feelings or thoughts will persist, and then a repeat conflict might occur.
- Be Positive. Resolve to address future conflicts in a positive manner. The model, of course, would be similar to how this one is being resolved.
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