Best Practices in Organisation
There are too many companies that wish to take control of all levels, and thus increase their workload automatically. I will plainly illustrate this section by using the following example: a company CEO was complaining that he lacked time to achieve all his projects. After a close analysis of his tasks, we have come to the conclusion that he spends 40% of his time in signing or countersigning sales orders and discount approvals for sellers. Following a minimum coaching session, he had been advised to delegate all amounts below $1,000 to the sellers themselves, while the amounts below $10,000 were to be signed by the sales manager and only the amounts above that threshold had to be approved by the CEO himself. This simple rule cleared at least 35% of his working time including the decrease in related administrative chores.
By using this example, and even if you are not working in sales, you can most certainly find a process in your own company that may be thus simplified. Unfortunately, lending extra flexibility and duties to employees has oftentimes been perceived as risky or faulty management practices; however, it’s best to give everybody freedom for manoeuvre and eventually be forced to cut down marginal costs that should bring you profit than tie up everybody.
Delegation is a powerful task manager tool. This is clearly shown by the famous Eisenhower matrix.
This matrix allows you to prioritize actions according to their urgency and importance. Depending on these criteria, it is possible to easily identify actions that need planning and those that may be delegated.
Learn more about delegation and time management.
This article was written in association with Adriano Labatte.
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