to someone who is naturally responsible and accountable.
Anything less and you've
got a problem.
performance to salary.
task/accountability that you're delegating a requirement
for the person to get paid.
what the signs/measures of failure are.
This way, you can inform
the person, in advance, what isn't acceptable, and what
you'll be "looking out for...." This works.
the measurables of the job/task/item.
Then, you'll both know if
the job is getting done.
an iron-clad reporting system.
A daily checklist, a
weekly report, a monthly financial statement, a weekly
meeting. Whatever it takes.
an oversight process.
Have someone else that
you trust to check in/check up on the employees
performance, results, accuracy, honesty.
consequences for inadequate performance, in advance.
This way, no surprises
and whatever actions you take are not punitive or
Double-check the work yourself from time to time.
This means to review the
work, chat with customers, get outside verification.
9. Build in
a system of continuous improvement of the delegated
This keeps the employee
focused on creating new and better ways of doing what
Customize a reward/incentive package, if appropriate.
Everyone has their own
unique way to be motivated. Make sure that you
understand theirs and create something around that, not
around your own way. But don't be too generous -- that
usually backfires. Remember, you're their employer, not
their friend or business partner.
Ten Keys To
Hardly a day passes that we
are not involved in some type of negotiation.
This negotiation may be as simple as attempting to
convince a friend to see the movie we choose or as
complicated as negotiating a percentage of a business
offering or mediating a labor dispute. At any rate,
effective negotiation is an art...one that requires
preparation and practice in order to be successful.
Consider these ten tips for preparing for negotiation and
improve your odds for a win-win resolution.
1. Know what you
Many people enter negotiation only to find they did not
have a clear
desired outcome defined in their own mind. Write down your
outcome as concisely as possible and use this outcome as
point of your preparation.
2. Know your
Learn as much as possible about who you are negotiating
with, what they want, their strengths and weaknesses, and
their likes and dislikes.
3. Consider the
impact of timing and method of negotiation.
Whenever possible, negotiate face to face. It is easier to
say NO over the telephone and in writing. Initiate the
negotiation process so that you have the advantage of
preparation and timing.
4. Prepare your
presentation...point by point.
Outline your presentation carefully. Place emphasis on
benefits to the
reactions, objections and responses.
If possible, brainstorm with others who have had similar
to get a jump on what to expect. For each objection or
positive responses, alternatives and examples that
conteract the negatives.
6. Structure your
presentation to ensure agreement on one or two points at
the beginning of the negotiation.
For example, "I think we can agree right away that we have
a problem and that we both/all want to resolve it."
Initial agreement on minor issues or points early on in
the negotiation process sets a positive atmosphere for
agreement in later, more significant stages.
paybacks and consequences for each party in the
A clear understanding of paybacks and consequences makes
it easier to determine when and how to make concessions
and when and how to stick to your demands/requests.
8. Prepare options
rather than ultimatums.
An ultimatum should be used only as a last resort when you
are sure you can back it up and the other party knows you
can back it up. Even then, in virtually every negotiation
there are options and alternatives that reduce
defensiveness and lead to positive resolution for all
9. Get comfortable
Many negotiators feel compelled to jump in with arguments
and comments each time there is a pause in the
interaction. Practice withholding comments and responses.
Silence can be a very powerful negotiation tool.
10. Close all
negotiations by clearly outlining agreement.
When agreement or conclusions have been reached and you
are ready to end your negotiation, review the agreement
that has been reached. Then, end your negotiation on a
positive note...commending those involved and emphasizing
the progress made.