Jim has an open-door policy because he wants everyone on the team to communicate and come to him with problems. This works for some of the staff but one member, let’s call him Ron, is constantly coming through the door. Ron is taking advantage of the policy by putting inconsequential decisions into Jim’s lap. Keep in mind that Ron was hired to make these decisions and it’s well within the scope of his job. By shifting responsibility to Jim, it takes the burden off of him. Now, Jim is spending five hours a week on decisions that Ron should be making on his own. The time and energy invested is also diverting his attention from high-level leadership decisions that affect the entire organization, like hiring a new salesperson who would earn the company another $1MM per year. Jim needs to Say No to the open-door policy, focus on the tasks that matter, and be Rigorously Authentic with Ron to empower Ron to make his decisions on his own.The takeaway here is that you can build a leadership team that is accountable for their own roles, leaving you with the time and freedom to be creative and productive in your own job.
I’m saying yes to meetings I don’t need to be in and it’s costing me 10 hours a month. I’m afraid if I leave these meetings, my employees will think I’m not a supportive manager.
I’m going to Say No to these meetings where I don’t add value. I trust my team to handle these meetings on their own, and to raise their hand if they need specific support actions from me. I’m reinvesting my 10 hours a month into hiring new salespeople who will help grow my business’ revenue engine.Here’s what it looks like from a process perspective:
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