ORGANIZING is your ability to “get your act together” and to synchronize all the human, physical, and financial resources for which you are responsible, to accomplish your employer’s goals.
This is done by defining positions, jobs, authority, and responsibility; by delineating division of labor, work specialization, chain of command, centralization, structuring, and integrating; and by coordinates goals and activities to resources to accomplish your employer’s goals.
Extracted from The Effectiveness Guide:
“By failing to prepare, you are preparing to fail.”
– Benjamin Franklin
This site will help you enhance your ability to Organize!
Organizing is the process of synchronizing all the human, physical and financial resources for which you are responsible. All three resources are critical to consistently producing excellent results. Organizing also defines the role positions, the jobs related and the coordination between authority and responsibility.
Here are a few suggestions to enhance your ability to organize:
What Must you do When
Starting any New Position/Job?
Getting organized means getting your stuff together; know what you have, know where it’s located, and how to retrieve it quickly. As a new member, this is your first task when you arrive. Know who your people are and what they’re doing. Do you have what your unit needs to do the job?
Do you know what’s going on and what’s coming up?
- A list of all members on your team. Learn their names.
- A structural diagram showing who reports to who
- A listing of everything for which your unit is responsible
- Any keys, combinations or passwords that are part of the job
- Support getting your email and voicemail systems functional, ASAP!
- Any documents, supplies, and equipment that pertain to your job
- A lunch with each team member to get to know them (Yes, you pay, if you’re their leader)
- A listing of all recurring events (weekly, monthly, quarterly, semi-annual, and annual)
- A verbal update on Unresolved Issues (Chapter 2), changes, and assignments accepted and made
- A visit to all appropriate Line and Staff leaders to get to know them
- All Standard Operating Procedures, Standards of Behavior, Mission/Vision Statements, etc.
Note: If possible, within the first 30 days, arrange a 2-day Team Building Session for you, and your team members.
Caution: Refrain from asking for or receiving opinions or commentary on the past performance of anyone in your unit. You don’t want to prejudge anyone. Let everyone start out fresh without any preconceived prejudice (good or bad).
Assess your Span of Control
Have you ever arrived at a new position and found that the current structure was not the best for your needs?
Span of Control is the number of team members you can effectively lead while consistently producing excellent results and improving your team.
Also, review the organizational chart for both your organization and your unit showing all the positions and the members who fill them.
Normally, you’ll have the authority to restructure your unit to meet the needs of your unit – with your leader’s approval. Advanced communications equipment can increase Span of Control. It’s your call. Use whatever works best for your unit. However, if you find yourself struggling to consistently produce excellent results or to improve your team, you may want to assess your Span of Control. In each unit, recognize that the leadership challenges are different depending on your level within the organization.
Identify your Priority Activities
Use the Pareto Principle (the 80/20 Rule). It’s a common rule of thumb in business; 80% of your sales come from 20% of your clients, means that 80% of your outcomes come from 20% of your inputs.
Other examples include:
- 20% of your activities produce 80% of your financial rewards
- 20% of team members are responsible for 80% of a company’s output
- 20% of customers are responsible for 80% of the revenues
In a business sense, finding the 80/20 ratios is crucial for maximizing performance. The leader’s job is identifying which 20% of his activities will take him along his path to success faster and farther than others. Then, to focus on completing those priority activities until finished.
Remember, these priority activities are not activities that are being forced on you; they are only done “by choice” (like Planning and Training).
Here are some suggestions:
- Find the products or services that generate the most income (20%) and drop those that only provide marginal benefits (80%)
- Spend your time on the parts of your business unit that you can improve significantly by using your core skills and delegate all other tasks that are not your best skills (20%) to others
- Work hardest on things that work hardest for you
- Reward the best team members well; cull the worst
- Drop your worst clients and focus on upselling and improving service with your best clients
Use your team to help you identify your priority activities, which could include things like preventive maintenance, relationship building, long-range planning, continuous improvement, organizing, developing members, prioritizing, and make things better.
Eliminate your Distractions
“One way to boost our will power and focus is to manage
our distractions instead of letting them manage us.”
– Daniel Goleman
Distractions are by far the greatest enemy of Focus and Priority.
Distractions are anything that diverts your attention
away from your Focus and Priorities.
Protect members from outside distractions. Get anxiously involved in what is happening and be goal focused on getting things done – completed. It doesn’t matter how hard you work or how many hours it takes. All that matters are what you get done – Finished.
Hunt down any distractors and kill them before they multiply.
From time to time, even your leader will be the one who assigns you a distraction (projects outside your Job Description). When this happens, and you can’t get out of it, make sure you inform your leader what will get delayed because of his distraction.
Take a moment to write down your most egregious time-sucking activities and anything else that could derail you from doing what matters most. Identify two of your distractions and eliminate them today.
These distractions may be tolerations. The tolerations addressed here are not about accepting others regardless of their gender, race, religion, etc. Rather, these tolerations relate to the bad or unpleasant things you allow to exist, happen, or be done. What are you tolerating and how much longer will you let this toleration continue? Now do the same thing with your team in your next meeting.
Don’t be offended if someone says, “We could get a lot more done if we didn’t have these stupid meeting every week.” Respect their opinion, even if you disagree. Now, ask, “Does anyone else feel that way? What can we do to make it better?” Then, listen, you might just learn something important.
Get your Fear and Pride out of your way.
Let their voice be heard.
Become More Effective, Efficient, & Consistent
“Efficiency is doing things right; effectiveness is doing the right things.”
– Peter Drucker
Why are these three concepts so important to your effectiveness? Effective people know the truth; they could be working very efficiently on the wrong things and are therefore ineffective in consistently producing excellent results.
Have you ever known someone who was very efficient at doing what mattered little – in the overall scheme of things? Effectiveness is doing what matters most by achieving your leader’s goals. Have you ever known someone who was doing what didn’t need to be done or focusing on the wrong things? Or someone who produced results that turned out to detract from, rather than support the overall effort? Were you that person? Well, hopefully, you’ve learned from your past mistakes.
Effectiveness FIRST, then Efficiency!
Effective people are team builders. They set aside irrelevant demands and do what matters most. They have a good Plan of Action and work their plan, keeping the greater goal in mind as they earn the credibility they need to influence the actions of others through persuasion.
If you’re effective, you can better embrace change, find opportunities in chaos, and enhance the cohesiveness of your team. Cohesion is bonding members together in such a way as to sustain their will and commitment to each other, their unit, and their goal achievement, despite external distractions and stress.
Once you’re effective, look for ways to become more efficient by finding ways to produce results that are better (cheaper, faster, easier, lighter, smaller, smarter, safer, more secure, got it!). Efficiency is taking something that’s working well and making it better.
Some might ask, “Won’t I lose my job – if I become too efficient?” First, that’s negative thinking. Second, effective leaders always have other things that need to be done but don’t have the members to make the delegation.
Your job is to make things better than you found them. Establish your reputation as the one who gets things done and is effective, efficient, and consistently produces excellent results.
Consistency is critical to achieving success over time. Would you buy a car from a company that only produced a quality product only one out of one hundred cars? Consistency is the ability to maintain a standard or repeat a task with minimal variation. Consistency is fundamental even if the output is consistently bad. You can improve a system if it’s consistent in its output. Become more Effective, Efficient, and Consistent – in that order!
Quality Results = Effectiveness + Efficiency + Consistency
Sharpen your Focus & Priorities
“Don’t dwell on what went wrong. Instead, focus on what to do next. Spend your energies on moving forward toward finding the answer.”
– Denis Waitley
Effective people ensure their focus and priorities are clear, well communicated, and align with their leader’s focus, priorities, and goals.
Before we talk about Focus and Priority, let’s first answer this question, “What’s most important? What are the two most important things to every employer?” When I first started out in the US Military, I learned that Leadership was a function of doing two things well:
Accomplishing the Mission and caring for Soldiers!
After I left the US Military to become an Executive Coach, I quickly found that Leadership in the business world was a function of doing these two things well: Productivity and Sustainability. Productivity was “accomplishing the Mission,” and Sustainability was “caring for Soldiers.” By combining the two, here are the most important things leaders in business must do to become effective:
Accomplishing their goals and caring for their team members.
Now that you know the two most important things, let’s examine how they determine their Focus and Priorities. Focus and Priority must be directly linked to achieving your leader’s goals and serving team members. Often there’s confusion as to the real meaning behind Focus and Priorities. Effective people aren’t confused.
What’s the difference between Focus and Priority?
- Focus is a concentrated effort on one task or project to get it done – completed!
- Priority is the sequence by which tasks get completed by only doing what has the greatest returns, or the greatest importance to achieving both goals and caring for team member goals.
When determining your Focus and Priority remember: Activity isn’t the same as productivity, motion doesn’t always mean progress, activity isn’t necessarily accomplishment, diligence isn’t necessarily effectiveness, faithfulness isn’t the same as fruitfulness, and Not all effort produces results.
To be continued: If you’d like to learn more about enhancing your ability to ORGANIZE, you can do so by adding this book to your professional library, today!
YOUR GUIDE TO
Here you’ll learn these skills:
CHAPTER 1: BY GETTING YOUR “ACT” TOGETHER, QUICKLY!
CHAPTER 2: BY TRACKING ALL THE “MOVING PARTS”
CHAPTER 3: BY ASSESSING YOUR READINESS
CHAPTER 4: BY TRANSITIONING NEW TEAM MEMBERS
CHAPTER 5: BY IN-PROCESSING NEW MEMBERS
CHAPTER 6: BY BECOMING MORE EFFECTIVE, EFFICIENT, & CONSISTENT
CHAPTER 7: BY SHARPENING YOUR FOCUS AND PRIORITIES
CHAPTER 8: BY IDENTIFYING YOUR PRIORITY ACTIVITIES
CHAPTER 9: BY INSPECTING WHAT YOU EXPECT
CHAPTER 10: BY ELIMINATING DISTRACTIONS
CHAPTER 11: BY ELIMINATING CRISIS MANAGEMENT
CHAPTER 12: BY ASSESSING YOUR OPERATING SYSTEMS
CHAPTER 13: BY ASSESSING YOUR BUSINESS SYSTEMS
CHAPTER 14: BY MAKING IMPROVEMENTS
CHAPTER 15: BY MAXIMIZING YOUR TIME AVAILABLE
CHAPTER 16: BY CREATING A DUTY SCHEDULE
CHAPTER 17: BY GIVING YOUR TEAM MEMBERS A BREAK
CHAPTER 18: BY IDENTIFYING & EXPLOITING OPPORTUNITIES
CHAPTER 19: BY GIVING CUSTOMERS WHAT THEY WANT
This is your chance to invest in your copy of this book – guaranteed to make you a more effective ORGANIZER tomorrow than you are today.
Or, you can take advantage of our Special Offer below.
To SAVE 80%, purchase The Effectiveness Guide, which contains all 10 Core Competencies, instead of buying each separately.
Here’s what you’ll learn:
CHAPTER 1: BY BECOMING A BETTER FOLLOWER
CHAPTER 2: BY BECOMING A BETTER DELEGATOR
CHAPTER 3: BY BECOMING A BETTER PLANNER
CHAPTER 4: BY BECOMING A BETTER ORGANIZER
CHAPTER 5: BY BECOMING A BETTER COMMUNICATOR
CHAPTER 6: BY BECOMING A BETTER PROBLEM SOLVER
CHAPTER 7: BY ENHANCING YOUR AWARENESS
CHAPTER 8: BY BECOMING A BETTER TRAINER
CHAPTER 9: BY ENHANCING YOUR ABILITY TO MOTIVATE
CHAPTER 10: BY ENHANCING YOUR CHARACTER
APPENDIX A: PLAN OF ACTION EXAMPLE
APPENDIX B: REAL WORLD PROBLEM SOLVING EXAMPLE
APPENDIX C: ADVANCE PROBLEM SOLVING WITH VUCA
APPENDIX D: CAREER ADVICE
APPENDIX E: CREATING MISSION AND VISION STATEMENTS
The Effectiveness Guide will be the best investment you’ll ever make in your career.
Also, if you feel this information could help someone else, please take a moment to let them know. If it turns out to make a difference in their life, they’ll be forever grateful to you – as will I.
Let’s make a difference together – one person at a time!
All the best!
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