TACA Conveyor - Summer 2008 - (Page 15)

the norm within organizations, support for each change initiative requires constant and visible communication, attention and action from senior management. Communication without action is just lip service – and not enough to sustain change throughout the organization. Organizations will require the same talented employees they were skilled enough to attract, hire and retain in the ﬁrst place to do more and learn more at faster rates each time a change is initiated. In the process, senior leaders must be leading by example, learning, doing, encouraging, observing, asking questions, gathering feedback, measuring results, making adjustments, and challenging each other without ego to achieve unprecedented levels of organizational performance. Too often, change initiatives become “fads of the month” because senior management failed to communicate expectations, measure the results or follow-up to ensure that behavioral changes were sustained. showcase their talents creating high levels of job dissatisfaction and low levels of employee engagement. 2. Opportunities for leadership development evaporate, exacerbating the leadership gap and bench strength within organizations 3. The manager burns himself/herself up by failing to delegate, trying to do it all, and doing none of it very well Training managers in the skills of delegation and following up with them regarding the developmental opportunities that they provide their employees is a critical function of senior management. Meet with your managers to determine their expectation of excellence among team members, by asking: • What was the last task, project or assignment that they delegated? • When did they delegate? • What were the results? Next, ask them to demonstrate how they would delegate a new assignment, project or task to an employee. Use the checklist of delegation skills below Expect and Communicate Excellence “Believe that you will succeed. Believe it ﬁrmly, and you will then do what is necessary to bring success about.” - Dale Carnegie Research points to the power of positive thinking, going beyond the pop psychology self-help books extending to the battle ﬁelds of sporting events such as tennis, football and golf. Visualizing success and believing in that vision of success are critical ﬁrst steps to achieving success for many professional athletes. How does this relate to the shop ﬂoor of our organizations? Too often, managers “know” what they want yet cannot communicate this vision of success or the expectations of performance to those that they delegate the task. To compound the tragedy, managers often fail to delegate because of low expectations for success by their subordinates. “If I want it done right, I’d better do it myself,” is an oftrepeated statement by managers. Failure to delegate creates an organizational triple-whammy: 1. The manager deprives employees of opportunities to develop, grow or 359131_Southwestern.indd 1 TACA Conveyor • Summer 2008 1:09:23 PM 2/6/08 15 http://www.sw-pneumatic.com

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TACA Conveyor - Summer 2008 Contents The Final Frontier And The Winner Is... Diagnosis: The Leadership Death Spiral Aggregates Rock Accident Investigation Training TXI Roadeo NRMCA Promoter of the Year Harold Hubbard NRMCA Driver of the Year Finalist Fort Worth Freightliner Changes at Cherry Crushed Concrete Index of Advertisers

TACA Conveyor - Summer 2008

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