With the redirect staff management strategy, business managers can get the most out of their teams

Another Stupid Question!

With Lead Business Advisor – Alan Short

Full Transcript

I want to talk to you today about a redirect staff management strategy.

I’ll just run through some introductory slides.

When I’m managing staff, I often feel like I’m reactive – always having to respond to their needs.

They’re coming in and interrupting me and I’m forever responding and reactive, I never feel like I’m getting ahead. And this means I never get time to do my own work because I’m always helping staff do their work – and it’s frustrating, because I never seem to be going further forward.

It can often feel like I’m micromanaging, I’m not leading the big ship of my business, but I’m micromanaging.

I’ve got lots of people doing stuff – but I’m the only brain thinking about it.

Often when I hear from clients doing this, what I hear is ‘it’s just getting too hard to have a team – I don’t want to have a team because it’s costing me time, money and effort, I’m much better when it was just me on my own.

What if you could do your work first?

What if you could make sure that your work got done every single time?

What if you had focused time in your day, every day, to be able to really concentrate on what you needed to get done?

What if you had a team that were empowered to take control of their work day. To really focus as a team and work as a team so that they didn’t rely upon you?

And then that will allow you to do what you want, when you want! To truly be free as a business owner.

And that’s what I want to talk to you today about.

One of the strategies that I have is called a redirect staff management strategy. If you implement this – you can start having control of your day. That makes you more productive, makes your team more productive, creating more revenue for you, and giving you back time. We didn’t get into business so we could be enslaved by a business. We got into business so we could have more time freedom.

I want to talk to you about the strategy for this – and how I explain it is using the idea of a cricket team.

There are three main people in a cricket team.

  1. the bowler
  2. the batsman
  3. the wicket keeper (or fieldsman)

We are going to focus on the wicket keeper.

The cricket ball is a problem that has come up in your business.

You can have a way of responding to this as a wicket keeper or as a batsman.  The person bringing the problem to you is the bowler.

The bowler is going to send down the problem to you and how you respond to it will determine whether or not they’re going to keep sending problems to you, or whether they’re going to send the problems to somebody else.

If you are a wicket keeper – what is your main strategy?

Your main strategy is to catch the ball and control it and then send it back to the bowler. This is the equivalent of you catching a problem when somebody brings it to you – solving the problem and then giving the solved problem back to them.

That closes the loop and what happens is that the come back to you, and you go back to them with the solution.  You are training them, more and more, to bring you problems, so you can give them solutions.  And it just goes around in a loop.

When you do that you’ll find you are forever trying to solve problems and you’re never getting to the important work that you should be doing.

Now, what about the batsman?

The batsman doesn’t ever take hold of the ball. They use the bat and they redirect the ball to other places in the ground. Instead of the wicket keeper taking control of it other fieldsmen take control of it.

At work this is the same as – instead of answering somebody’s question you are going to redirect them to the right person.

Let me give you an example:
Somebody comes to you and says “Hey Boss, how much annual leave do I have?”

Now you could be a wicket keeper and solve that problem. Jump onto your system and look up how much leave they have and then tell them!

BUT what happens when they want to know again? They come to you.

What happens if you tell them that Mary looks after the payroll. Have you spoken to Mary? “no”

Why don’t you go and speak to Mary. “oh, didn’t think of that – thanks Boss” And they go and speak to Mary.

Now what happens next time?

What happens when they need an answer about their leave? Are they going to come to you – OR – are they going to go to Mary?

The first few times they may come to you, but they’re going to work out that every time they come to you, you send them to Mary and she answers the question. Over time they’re going to be retrained to go to Mary first and only come to you when they haven’t got that answer to the question, or when Mary can’t answer the question.

They might come to you and say ‘Hey boss, I’ve got a question about my pay rate “. And you go – have you spoken to Mary? They answer “yes, I have spoken to Mary and she was unsure, and said I should come and talk to you”. Not a problem.

But now, instead of having all these problems that Mary should be able to handle, you are only getting the exceptions which you are the only person to be handling those.

If you do this – you will retrain your staff so they will only every call you when they need you.

This frees up a significant amount of time.

You can use this time to do your work during business hours, that means your going to have less work to do after hours which means you can rank your day. You are going to be getting more done and working less.

Your team are going to be more empowered, because now (in our example) Mary, who looks after payroll, feels like she’s got responsibility and control of that because she’s answering all the questions. She feels better about her job.

You are getting more done, she’s getting more done because she’s actually  doing what she’s there for and everybody’s happier and more productive.

Your business is making more money, your getting more work done and your spending less time doing it.

The final bit I want you to do is have a think about what are the common questions you are getting asked?

We have a workbook attached to this program, you can grab hold of that. What I want you to be thinking about is  – what is the problems that you are getting asked? Write them down. Then look at who is the right person to be  answering these questions. Put that person in the second column and think is that person competent to be able to answer those questions? if they are, you should never answer that question again.  If they aren’t this is a training opportunity for you to bring their competency up.

If you use this table you can make sure that instead of throwing people in at the deep end, you are making sure they are resourced and  able to answer the questions you want them to answer.

Grab hold of the workbook and start today redirecting questions or problems that are coming  to you to the right person rather than solving them yourself.

You will find within one or two weeks that you will have freed up a significant amount of your time.

If you are interested in delving into this deeper or want somebody to hold you to account that is what a business coach does. Please reach out to us – we’d love to have a chat about how to make your business better, so that it doesn’t enslave you but sets you free!


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