Sometimes when you are faced with a challenge, you cannot see our way through to even knowing where to start. It feels like you are trying to eat an elephant. However, if you were going to eat an elephant (and I don’t advocate animal cruelty, so imagine a life-size, chocolate one!), you wouldn’t try to do so in one go (I hope?). You would eat it in bite-sized pieces.

So, viewing problem solving in the same way, let’s break it down into seven bite-sized pieces, to help you and your team move towards a solution.

1. Identify the main issue

• Ensure all involved are clear about what the problem is
• Take into account everyone’s views as these may differ

2. Understand each person’s needs and interests

• Think about any needs or interests they want meeting by whatever the solution might be.
• Ensure everyone actively listens to get a clear understanding of each other’s needs
• Try to fulfil everyone’s interests
• Summarise the needs and interests raised

3. Brainstorm all possible solutions

• On a whiteboard/flipchart or using Post It notes on a wall, write down all the possible solutions to the problem
• Get creative and think out of the box!

4. Evaluate the various options

• Assess what the pros and cons are of each option.  Be honest.
• If you wish, you can apportion a value or score to each pro and con, to assess their importance or otherwise

5. Choose the best option(s)

• Having evaluated the list of options, discuss and assess which one is the best
• Can you combine more than one option to satisfy more needs and interests?

6. Record the outcome

• Ensure you write down all the details about what has been agreed and by whom.  Be specific, include information such as people involved, timescales, methods, results expected.

7. Agree on the process management

• Ensure you think about all eventualities and make alternative plans in case things don’t work as expected
• Agree how the process should be monitored and evaluated
• Set timescales if possible for evaluations to be carried out – frequency and involvement.

Hopefully, by following these steps, they will help you to focus as a manager on the problem and work through solutions with your team.  Evaluating the process and the outcome will enable you to assess what went well and what could be done differently in future situations.

For help and advice with developing yourself or your team, please contact us by completing the form below or email Janet at janet@inspiretrainingmidlands.co.uk.

Photo credit:  Pixabay -computer-3365366_1920

Imagine offering a visitor a drink when he comes to visit you at work.  He requests tea, milk, one sugar.  You go into the kitchen and he follows you in there.  Nothing too unusual, and you chat whilst you prepare the drinks.  Then he asks you to use a teapot, not put the teabag in the mug as you usually do.  He prompts you to warm the pot first.  He then suggests that you put three teabags in the pot – one each and “one for the pot”, as his old Mum always said.  You put the water in and stir, feeling a little vexed and quite uncomfortable.  You go to put the milk in the mugs and he stops you, saying it is best to add it after the tea, so you know how much milk to put in according to how strong the tea is.  As you pick up the pot, he requests that you leave it to stand for another minute or two, to let the tea brew properly.  You breathe in and count to ten in your head.  Finally, you pour it out, and offer him the milk and sugar to put in himself (you wouldn’t dare to add them yourself by now).  You then take him back to your office for your meeting.

How would you feel in this scenario?  Irritated?  Stressed?  Bemused?  You are perfectly capable of making a good cup of tea.  If you had asked another member of staff to make it, he likely wouldn’t have followed them, and you are sure he would have happily drunk the cup of tea that they would have made.

This is a little tale to demonstrate the matter of micromanaging someone.  Giving them a job to do and not allowing them to do it in their own way, not trusting them to perform a job they have been employed to do and are perfectly competent to do.  Or at least capable enough to ask if they find themselves unable to do aspects of it.

People often micromanage due to fear.  They may worry about losing control over certain tasks;  they may not be very experienced in how to manage people;  they may believe they are better than everyone else, have a strong desire for power, so feel the need to dominate and control team members;  they may be concerned they will be shown up by people who are better than them;  they may feel insecure and/or have a poor self image.

So, if you are aware (or are made aware) that you are micromanaging your staff, what can you do about it?

1. Recruit the right people for the job: Employ the right people in your team to accomplish required tasks, then leave them to it. As the old saying says, “don’t keep a dog and bark yourself”. People may be better suited, better qualified, better placed, more available than you to do the task, and that is why you have employed them. If they aren’t yet quite capable, assess if they need training, coaching or mentoring to bring them up to speed.
2. Trust your team: Without trust, a team is unable to function properly. Staff will be increasingly afraid to act, feel less motivated and the environment becomes toxic (see my previous blog about Building Trust).
3. Challenge them: Encourage your team members out of their comfort zone. Stretching them will test their perceived limits and empower them to grow, become more confident, and discover more of their strengths, knowledge, skills and understanding. Be careful, however, not set them up to fail, as this will have an adverse effect, making them feel incompetent and knocking their confidence. Good leaders inspire people to be successful.
4. Give clear expectation and leave them to work: Clearly define the outcome/objectives, any deadline and quality required. People won’t necessarily approach a task in the same way but if the outcome is as required, this shouldn’t really matter. Leave them make appropriate decisions to meet the objectives. Assure them you will be there to help and support if they ask you. Offer your help as a team member too, if they want it, in any specific areas which are your strengths and in a way in which you can contribute alongside them.
5. Ask your team members how they would like you to manage them: Check and agree with them how often they want you to be updated on progress whilst the work is being done.
6. Review and feed back: At the end, review the process with your team member. Give positive feedback and praise, celebrate successes, stating particular points which went well. Discuss what lessons can be learned, if any, support them and enable them to grow through the experience.
7. Reflect: Review your own handling of the process. Did you give any input which was not requested or needed? Was there any time when you stepped in and shouldn’t have? How else could you have improved?

If you manage your team members well, without micromanaging them, you will empower them, enable them to feel more valued, improve their job satisfaction and performance and actually have more time to do the job you are employed to do too.  This will mean your job is more rewarding, productive and enjoyable as well.

For help with being a more confident manager, see the unique Confident New Manager Programme, or book a Leadership Skills training course.

Contact Janet Baker at janet@inspiretrainingmidlands.co.uk for further information.

Image by Gerd Altmann from Pixabay 

Does being a Newly-Appointed Manager excite but worry you?

Then this Confident New Manager’s Programme is the key you need to succeed and thrive.

Seven-Steps to Leading your Team with Confidence

• Are you worried about the transition from being managed to being a manager of other people?
  
• Do you feel excited, yet terrified in your new role, daunted by tasks and responsibilities you have never had before?
  
• Do you feel out of depth, lacking in confidence, and fear being seen to be a failure in your new role (maybe even suffering from Imposter Syndrome)?
  
• Are you concerned about juggling all your tasks on top of monitoring the work of your team?
  
• Are you worried about not knowing how best to manage the members of your team?
  
• Do you feel there is no one at work to turn to with your worries?
  
• Would you find it useful to have someone on hand, external to the organisation, to discuss your concerns, issues and ideas?

Then this Programme is just what you need!

This is an instructor-led, online, group training and one-to-one coaching programme, designed specifically to help new managers (or those who haven’t had basic managerial training) lead their teams more confidently, effectively and productively. It will give you the support, tools and techniques to help you to feel more confident (and less stressed) about your role; to interact better with your team, peers, and those senior to you; to manage your team more effectively, build trust and get them to work more productively and cohesively to achieve goals.

Instructor Bio:

My name is Janet Baker and, many years ago, I was like you, a newly appointed manager. Having previously been a very successful team leader, I thought the transition would be straightforward. However, reality was very different.

The support I had been promised was not forthcoming, the team was divided, some were resentful. I felt totally out of my depth, suffered from imposter syndrome and longed for my old job. I was so stressed! Over time, I ploughed my way through the problems, gained experience amid much heartache and hard work, and met challenges face on.

Fast forward in time, I have now been a successful Training Consultant and Coach for the last 25 years, putting that knowledge and experience to good use. I have worked with people in management of all levels in a wide variety of organisations, training and coaching them to help them become more effective in their roles.

Don’t struggle through like I did. Let me pass this knowledge and experience on to you to fast track your way to being a more confident manager by giving you the tools and support you need in your new role.

What can this Programme do for you and your team?

There are six training modules, plus a series of coaching sessions:

Step 1:  Validation

Why you? Understanding your new role as a manager, what is expected of you and when, and feeling more confident about being in that post

Step 2:  Organisation

Recruitment and interviewing of staff, ensuring you have the “best fit” personnel in your team

Step 3:  Communication

Dealing with your team in meetings and one-to-one; online and face-to-face. Communicating in an open, friendly, and professional way, to ensure your time and their time is used most effectively, ensuring tasks are completed successfully, questions asked and answered freely and clearly. Also communicating well with other departments, peers, and senior management

Step 4:  Tasks and Delegation

Managing your workload and that of your team, to ensure work is completed to standard in a timely manner

Step 5:  Motivation

Working with your team to make the best use of their skills, expertise, and knowledge, getting them on board, helping improve collaboration, communication, creativity, productivity and trust and managing their performance

Step 6:  Transformation

Taking it forward for the future, growing as an individual and with your team

Step 7:  Coaching

Four one-hour, one-to-one coaching sessions, when you will have some private time to focus on your own specific issues

Additionally, you will have email support, to get your questions answered, and a programme Facebook group to connect with like-minded members.

When does it start?

The next Programme will run for six concurrent Wednesdays, commencing on Wednesday 14 April 2021 at 09:30am GMT.  An alternative session, suitable for those wishing to attend in the evening in the UK/Europe or for overseas participants is 20:00 GMT ( 16:00 EST/13:00 PT).  Each module lasts for 1.5-2 hours. On completion of the training programme, you can then book four one-hour, one-to-one online coaching sessions with me.

What is the cost?

The programme is £597 or $847 (USD), which includes the training courses, all materials, and the one-to-one coaching sessions.

Programme numbers:

A maximum of ten people will be accepted onto each course, so sign up today to be part of this exciting programme!

Email us  janet@inspiretrainingmidlands.co.uk to let us know you are interested and we will send you a booking form.

Alternatively click here to reserve your place and pay via PayPal:

On receipt of payment, you will be sent an email confirming your booking, together with joining instructions.

If you need to be invoiced, please email me at janet@inspiretrainingmidlands.co.uk or phone me on 07944225290 (+44 7944225290) to request a booking form and invoice.

Any questions?

Drop me an email at janet@inspiretrainingmidlands.co.uk  and I will be happy to help.

Photo credits:

Image by Sanu A S from Pixabay
Image by Katy Allison from Pixabay
Image by Angelo Esslinger from Pixabay