How to perform all conceived at work

many meetings were held in the office, meeting with business partners, the phone has "red-hot" off the hook, but Skype does not breathe from the conf-call - but it does not move off the ground, and conceived the idea of ​​a month are not implemented... Familiar situation? It's time to "rake the rubble." "Layfhaker" in a hurry to help those who want to cope with all tasks and perform all conceived.

To begin, let us remember, as usual everything starts well: the team nachinet new project management "launches" ideas at the meetings goes on setting goals, deadlines, all inspired by - and then begin to appear "circumstances", and a case that should have been done a week or two ago, all of a sudden "Stuck".

The point here is not that your project managers or colleagues dramatically stupefied or lazy; the problem is that in the process of decision making and implementation has been missed a few important steps. That they need to realize in practice all conceived.

1. Hold meetings individually with each department and manager, are involved in the project

Often from the artists, have departments that are "at the forefront" have difficulty making independent decisions. Often, the very adoption and implementation of the decision are reversed - and here we are already getting "wire" instead of doing the task.

To eliminate some of the confusion and confusion, holds regular meetings with all managers, departments and teams that are involved in performing the given task list. Meetings should be very short - so-called "meeting on their feet" when the participants did not even sit down - 10-15 minutes a day, and monitor the progress of work and the overall performance of the implementation of specific small tasks. To this end, a joint project should be divided into a series of smaller tasks and milestones, and for each to receive reports.

In addition, a good individual meetings with everyone who works on the project, if the team is large and involves the work of several different parts of the object. Divide all people - regardless of whether they work in any department - in the "visionaries", "operator" and "Processor", depending on what types of activities and tasks they do better and more efficiently. The man who makes one big project specific list of narrow objectives, which coincides with his inclinations and skills, work more efficiently.

2. From the discussion immediately proceed to action

Only action generates deysvtie, how many do not speak and do not discuss - to deal with the "dead spots" will not move. anything you want to achieve? Get to work 2 minutes after the meeting, not tomorrow or after 2 days. Setting targets at a meeting or during a stand-up meetings without fail should mean that all set mini-tasks to be performed (or initiated) immediately after the meeting, and not in the "distant the future. " As correctly noted economist: "The future does not exist: it is what we create."

Of course, in each department, group or team that has to perform specific tasks should be assigned responsible, which will monitor the implementation of tasks and "whip" of subordinates and colleagues to actions. Decision-making should be centralized, their performance and how to implement - decentralized.

3. Do not be afraid to delegate tasks and monitor only results, not process

According to the results of each meeting you should show a list of delegated tasks, the list of persons responsible for the performance, and the table of deadlines. To intervene in the process and to "stand over" is not necessary: ​​it discourages productivity and harm the team. At the same time, we must not forget that the delegation does not mean the complete "oblivion": the person entrusted with task, must know that he has a set of milestones and the deadline for which he should report management.

By the way, in the third step often difficult due to a lack of operational statements (or to put it simply - if the interim reporting process in general in no way komapnii organized). To avoid this, create a checklist, where in addition to the terms of the problem and the name of the responsible employee should be in a separate column to specify the frequency of reports, an employee who reports and what pokaztelyam. So it will be possible to control not only the stage of "readiness" of the work, but the level of "nezvershennosti". This "analysis of the bones" disciplines and the prospect not only to report on the progress but also about their mistakes and unfinished problems several stages managers (including senior management) is the best stimulant to organized work.

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