Delegating In A Distributed World New Demands On The Ceo-残清1864

UnCategorized In a traditional .pany the CEO can simply walk through the office to be sure people are working: meetings denote progress, charts on the wall show the plan of action. But in a distributed world, where employees are spread across the country and vendors around the world, a CEO is called upon to adopt new methods of delegation. These days, strings of emails just aren’t sufficient. Processes and quality standards have to be documented and distributed, procedures have to be codified and then updated, and a system of intranet-based folders be.e the backbone of the business. When wikis and intranet folders be.e the CEOs glimpse into the workings of the organization, there’s a higher level of writing, documentation and .munication skills demanded of the CEO. While with BizWiseTV, I called upon Mark Levi, SCORE counselor who spent 29 years as an executive with National Semiconductor, and Mark Henricks, author and small business pundit, to discuss the changing .munication demands that have be.e "Keys to Delegating in a Distributed World." I’ve included the transcript that includes material left on the (digital) cutting-room floor. BizWise: When I think of delegating, I just think of giving orders. But, in your book, you say no, not so, it’s a little bit different. How so? Henricks: Well, giving orders is the visible part of delegating. There’s a lot more to the actual delegating than it may seem. If you’re going to do it right, you have to go all the way back to writing a job description, hiring the right person, training and developing him until they’re in the position to accept the authority you want to give to them. And then, I think you have to have the trust in them that they can do it. You have to tell them that you have that trust – you know, endorse their ability. And then, give them responsibility to do it, and follow up later. So, it’s a lot more .plicated than that. BizWise: We’re hearing and seeing a lot about the 20-somethings entering the workforce. I would imagine that modern workers want to see more authority and less specificity. So, how does that affect the dynamic here? Levi: I think it really emphasizes what Mark’s just said – clear definition of delegation means telling me what my responsibility is and my authority to do it, so I understand. And then, they expect to have some kind of formalized follow-up; that is, as – on a regular basis – I get to report the progress that I’m making, and I’m expected to report progress whether it’s good or bad. That’s part of the entire process that I think people are looking for. BizWise: So now, we’re looking at a workplace that is more distributed, with employees all over the globe; and we’re looking at workers who want more authority, less specificity. How has that affected the workplace generally? Has it made life more challenging? Levi: I think it does place a burden on all of us to figure out how to be better .municators, how do we – over video, over the telephone – make our messages clear and how do we give clear feedback? That’s much more difficult. On the other hand, we have tools today that are just incredible, that help us to do that task. Henricks: .munication is all about clarity. The workforce we have today is the most diverse workforce we’ve ever had. To me, that’s the biggest characteristic of it. I mean, you have all kinds of people from all kinds of cultures that are going to be a part of your workforce, and so it’s important not to be unclear when you’re talking to them. You have to tell them exactly what you want them to do and don’t be vague about it, and try to take into account cultural differences. BizWise: Mark Henricks, you talk about the fact that CEOs have to be more specific, detail -oriented, than ever before; they’ve got to document everything. How is that playing out in the workplace, in terms of delegating things? Henricks: Well, it’s a different role for a lot of the CEOs, but the good thing is that there are a lot of tools these days that make it much easier for CEOs to do that. For instance, software incorporates a tremendous amount of expertise in it to help them do things right, in the same way that uh spreadsheets kept them from making arithmetic mistakes. Nowadays, you can have human resources software that’ll help you write a job description, that’ll help you integrate someone into the workforce, that will tell you when you need to follow up with a performance review, and similar things can help with all kinds of things, from project management to putting together a team. There’s a whole lot of tools out there that help you do your job and document at the same time. BizWise: What kinds of processes and relationships have to be documented now that weren’t in the past? Henricks: Well, when you have a project that’s being run by a team that’s all over the globe, you can’t have meetings every day, so you have to do things online. You have to have online to-do lists, you have to share documents online. At-at the same time, these uh – when you’re sharing documents and things like that online, you can have different versions so that everybody knows who did what, and you can make sure that you’re working with the most recent version of a document or a schedule or a project. BizWise: You’ve really got to document those quality standards, though, so that everybody in the distributed workplace understands what they are. How do you do that? Henricks: The best thing to do is to understand your own business and map your own processes and describe your own workflow. And when you do that, then the things that are required to do a good job will be.e apparent to you. Levi: Standards have risen for all of us. .petition – there’s tougher globalization – does nothing but increase .petition. So, we expect more from all of us, from CEO down to the lowest worker. One of the other things that I wanted to mention is we have these tools, but we also find that people work as a social group, and so, one of the things that you need to do, even though you’re delegating to people in-in widely different locations, is you need to take some time to work on the socialization, to make sure that everybody appreciates what everyone else on the team is doing and how – so that they can all contribute to a .mon goal. That helps to raise the standard. BizWise: Who’s doing this effectively? And who has a hard time with it? What contingent of business leaders would you say are really handling this well? To view this video and to read the entire interview, go to the CiscoInnovators website and search for "Delegating in a Distributed World: New Demands on the CEO" About the Author: 相关的主题文章: