by Mike Michalowicz
Delegating is a task that even well-seasoned managers sometimes struggle with. It can be a challenge all the way around, as letting go of the reins and finding the right person to hand them over to isn’t an easy thing to do. As an entrepreneur, you most likely have big projects from time to time. And there is also a good chance that you already have too much on your plate to manage it all. Trying to fit more in and manage it all is counterproductive, so just don’t do it.
Daring to Delegate
The sooner you trust the process of delegation, the faster you will lighten your load and still get everything accomplished. Sounds good, right? So here are the keys to your success when it comes to effectively delegating:
For starters, you need to find a champion in your organization. Choose someone you think can be trusted, someone who has the motivation and tenacity to make things happen and to follow through.
Pamela Meyer is the author of “Liespotting: Proven Techniques to Detect Deception.”
SmartBrief Senior Editor Mary Ellen Slayter recently spoke with her
about the story behind the book and how what she learned can help
business leaders do their jobs more effectively.
What inspired you to write the book?
- I couldn’t believe that this well-developed science
— this huge body of research on what deceptive people do with their
posture, their eyes, their breathing rate , their language structure —
had not hit the mainstream. And I wanted to shine a light on it.
- We have a deception epidemic gaining ground in our society, and
we can each do our part to keep it at bay. You have probably already
heard at least 25 lies already today. We don’t expect CEOs or public
officials to tell us the truth, our TV networks lean blue or red, we
were barely outraged by Bernie Madoff, our political campaigns are
shouting matches between adversaries screaming “Liar Liar!” –instead of
discussions of the issues.
Businesses that win work with proposals and oral
presentations can increase their win rates by more than 1
0 percentage points by
making their stories more compelling. Many companies succeed for years on
reputation for quality or by competing on price. Yet if you want to
differentiate your services and command a premium for them, you must be able to
make a compelling case for your services in written proposals and oral
A stronger story may put you in the hunt for a deal that you
thought was teed up for someone else. A stronger story may turn out to be the
tiebreaker in a tight race. And a stronger story may help your client justify
hiring you when your bid is higher than that of your competition. If you can
tell your story with power, your win rate and your margins will grow. In this
presentation, Jim Rogers will take you through four important ways to make your
bid stand out:
- Connecting Your Brand (yes, you have one, and
you better know what it is) to the Prospect’s Needs
- Winning Themes (more than two is too many)
- Importance of Storytelling (and how to do It
- Outside the Proposal: Building Your Elevator
Speeches (and ensuring that everyone on your team– including your
subcontractors– knows how to tell it)
As a longtime executive at Accenture and as the owner of a
small business, Jim Rogers has been a career long provider of consulting
services to innovative government and private sector companies. Although he
prefers winning business without writing proposals and wishes that you could
too—that just doesn’t happen often enough to avoid the bidding process. Jim has
led winning (and losing) bids from $50,000 to $150 million. His
clients—especially those providing engineering and other technical
services–hire him in order to Win More
We all like to
think that we are good people to work for (well, most of us do), but is
it true? I have been hearing from a lot of people about bad bosses
lately – maybe it’s the economy – and one thing I noticed is that few
bad bosses actually see themselves that way.
So, which witch are you? The good, or the bad?
Here’s how to tell:
1. You don’t micromanage:
There are few things more frustrating than the boss who not only is not
happy with your work, but tells you how to do it to boot! Great bosses
trust that the people they hire are smart enough to do their job, even
if you might do it differently.
2. You know how to have fun:
People work for all sorts of reasons, pay is just one. We work to learn
new things, meet people, sharpen skills, get ahead, and yes, socialize
and try to have a good time. The best bosses temper work with fun,
knowing that the latter reinforces the former.
By Geoffrey James
SCENARIO: A VP of Sales thinks he know all about
selling and insists on getting involved in every major opportunity.
Unfortunately, he lacks sales skills. He pushes when the prospect needs
time, gives pitches that include his vacation pictures, and so forth.
You have a big opportunity developing and don’t want him to screw it
up. Here are your choices:
- STRATEGY #1: Warn the Prospect. Since you know the
VP will get involved, best to give the customer a heads-up and make sure
they’re ready for some shenanigans. Meanwhile, continue to move the
sale forward. With any luck, the prospect will find the situation
- STRATEGY #2: Downplay the Opportunity. Put the
opportunity in stealth mode for as long as possible. Find ways to
secure internal resources without giving the VP a warning that a big
deal is pending. Only involve the VP at the very end of the sales cycle
when he can’t do much damage.
- STRATEGY #3: Re-educate your Boss. He didn’t get to
be vice president because he’s stupid, so it’s up to you to explain how
he can best help the sales process. Provide him a clear agenda of how
you’re pursuing the sale and ask for help in areas where he won’t make
problems and waves.
READ MORE to take the quiz and find the the best choice.
By Scott Stallings
When I became a pro golfer, I learned very quickly what happens when
you start to have some success on the course: The better you play, the
more people ask of you. Suddenly, everyone thinks they know what’s best
for you and people you haven’t spoken to in years call because they say
they want to help you out. Of course, it’s always dangerous to listen to
the people who don’t have your best interests in mind. But it’s equally
as dangerous to shut everyone out and make decisions in a vacuum.
I used to think, “no one knows me better than I do” — which pretty
much meant that I didn’t bother to ask anyone else when it came time to
make an important decision. Over time I was surprised to find that,
whether I liked it or not, I have gathered a small circle of people
around me that know me better than I know myself. And that is incredibly
Whether I shoot 50 or 100, these are the people who are consistently
honest with me. I call them my “board of directors” and they each play a
specific role when it comes to how I manage my career:
So you have logged off
Once we decide to log off and meet real people in person, where do we find them?
Associations are a good place to start. Some associations involved
with an industry segment are readily apparent. Others take research to
Your industry’s trade magazines and websites might list associations
in their calendar of events section. Make a list of them with when and
where they meet. Put them on your calendar.
Involvement with one association can lead to awareness of another.
Ask others what groups they participate in and how you can visit. You
might be invited to come as the guest of an established member. That can
beat walking in cold.
By way of example
Let’s imagine that you are involved with the precast concrete segment of the construction industry.
Your business is manufacturing and supplying construction materials and sometimes functioning as a subcontractor. (That was the case for this Examiner.)
In this example you are involved with the A/E/C or Architectural Engineering Construction business.
Listed below are some of the associations where you would find opportunities to make business connections:
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