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Power Tool Summary

  • Power comes through a belief system that what you are doing means something—that you believe in it and support it. You will gain much more power completing things if you believe in what you are setting out to accomplish, which will also drive those who report to you to believe in the task or project as well, giving you power to complete the task or project.
  • The power tool here involves helping the team stay focused on only what is required to ensure that they are efficient in completing their task.
  • Accurate time frames and schedule information are necessary for developing the overall completion time that will be reported. Having realistic time information will help match times during the execution of the task or project, ensuring that resources are more likely to stay on schedule. This is another way you build power in completing tasks.
  • The ability of the manager to select staff with appropriate skill sets is another way to build power in completing things in the organization.
  • Managers who believe in something will invest time in it and will lead it.
  • Being organized is good for both the manager and the team. Good organization involves having specifics identified, such as detailed tasks, names of people assigned to certain tasks and why, time frames and scopes of individual task items for those doing the tasks, and maybe even some potential risks.
  • Another tool in the power of completion and in accountability is having accurate data. Try not to guess!
  • Think out of the box and consider other alternatives.
  • There might be others in the organization who have done something similar in the past whom you can consult to find out “les-sons learned” and mistakes that were made that you can avoid.
  • Brainstorming can touch on some team skills such as listening versus hearing and information gathering meetings that can reveal other ways to accomplish things.
  • It is important for a manager to keep an open mind in how she approaches decision processing and to consider other areas for information that can help develop the best course of action.
  • You have to maintain a balance of normal departmental duty work and special project work to make the most efficient use of resource time and benefit to the organization.
  • When you have a task or project assignment, it is best to break it up into smaller subtasks that will allow for better definition of what is required and better management of each part.
  • The power of completion is in organization that allows more control over work being performed. This is seen not just in reporting on tasks, but also in actually feeling as though you have control over your resources, task detail, and scheduling options as a result of better task organization.
  • Assessing areas of risk is not hard; it just requires some time spent asking questions of key individuals about what can go wrong so that you can plan for the problems.

    Planning for problems is a great way to “manage” a process or project because you feel you have more control when you have tried to account for details such as potential risks.

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