Believe in Situational Leadership
An organisation cannot entirely depend on employees’ intrinsic motivation to work. Sometimes ‘a carrot and stick’ approach is required. My team is more vigorous when I pull in some motivators, challenges, bureaucracy and a pinch of Laissez-Faire because It is better to work with a cocktail of leadership styles to which the key is contextualism. For example, where there are strict instructions to be followed for delegated tasks, I make sure I not only appreciate and reward my employees for being vigilant but also make arrangements for their training and development. In the same way, I keep high expectations regarding punctuality from my employees, even if that requires me to get strict with certain procedures. Keeping and maintaining a balance of rigid and lenient approaches toward leadership helps me adapt my managerial practice and tackle situations effectively.
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Track the Task-Oriented Employees
Employees who get it done are the keepers. I always delegate urgent and important tasks to teams I know would be readily interested and available around the clock to do things. Task-oriented employees are the ones who would always try and find ways to reach the goals as efficiently as possible. I have more than a couple of such keepers who contribute the most to the organisation’s growth.
Empowering the Employees
Before you delegate, make sure you have given the employees the autonomy, resources and support they need to act independently and then be held accountable. Due to a big difference in the time zones, 24/7 availability was a huge concern for me. Hence, I trained a team of senior employees who were experienced enough to take important decisions on my behalf. As a result, the workforce efficiency increased by 60% because even when I wasn’t there, the issues were immediately resolved.
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Work On A System
With some or no face-time, the biggest challenge is accomplishing a task within a time frame. Setting milestones to achieve is the best way to encounter this. I make sure that the ‘system’ approach is followed for every and especially technical work. When delegating work, the priority should be to accomplish it using a set of systems and protocols. For instance, I recently developed a much-needed HR manual to systemise our HR operations and to ensure the tasks delegated to our HR manager are well calculated and easily doable in line with our manual. It is better to take time and work on the system than to face unnecessary delays or disruption.
Quality-Control Rather Than Quality-Check
When you are setting a system, you are automatically performing quality control. Because when a task is accomplished following a set of quality rules and protocols, the problems arising in quality checks are dramatically decreased. Recently, when assigned with strenuous tasks, a person in my team lacked quality in his work. I did a ‘why-why’ analysis on him, and realised that he could not plan a task properly. So I conducted online sessions and trained him on effectively planning each step of the task. Once he strived through, it was not surprising that there were no issues in the quality check of his work.
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An Effective CRM
A CRM is a game changer for me. I see many companies running on manual paradigms, which is fine. But if you are looking for a tool to incorporate modern management of hybrid working within your organisation, the best way is to find an effective CRM and invest in it. It is an all-in-one solution that offers team collaboration platforms, project and task management, multiple mediums for communication with your team, progress tracking, HR solutions etc. It is Bitrix24 in my case.