Look for opportunities to remind people about the larger purpose of the work they're doing. When you are buried in daily to do's, it's easy to lose the meaning of the work. To prevent this, help your team tap back into their original hopes and dreams. Talk with them about the progress being made toward your vision. Get back in touch with the
When people stay involved, an organization or community can build plans on a longer time frame. Freed from the
Here's an example. The Performance Network was a small community theatre in Ann Arbor, Michigan. It produced a variety of plays on minimal
One day, the board and staff of the theatre decided it was time to think big. They put together a ten-year strategic plan to transform the theatre. During the
That's the power of keeping people involved.
Regularly reassess your needs for involving others in what you're up to. Because certain people were helpful as you launched your efforts is no guarantee that they're the right ones to help you complete them. How many times do people feel forced to sit through meetings when they have nothing to offer? In their minds, they have made their most
A surefire way to keep people involved over time is for them to do work that is needed. Involvement gets a bad
Ask yourself the following questions to get clear whom you need to keep involved in your work over time:
What things do I still need to get done given where I am with this work right now?
How many people do I need to complete each of these to do's that are now on my list?
What knowledge, skills, and experience will they need to get these jobs done well?
Who is already involved that I need to keep involved?
Who has been involved in the work so far that I don't need to continue involving in the future?
Who else do I need to recruit to join our team to finish the work?
When you continue involving the right people over time, you will make better decisions and get the work done faster. If you get stuck along the way, you can draw on their perspectives and it'll be easier to come up with innovative solutions.
What do you do about those folks whose help you no longer need? First, pause and reflect on the value they've added to your efforts. What have you been able to accomplish because they chose to get involved? Get specific. People will appreciate hearing these details when you thank them for their contributions. Reframe what you might feel is an
If you ever do find yourself with someone who wants to continue participating past the point of their being useful to the team, you need to be clear with them. Thank them and explain why you don't believe they'll be able to add value in the work ahead. If they can convince you
What Happy People Know: How the New Science of Happiness Can Change Your Life for the Better
Getting Naked: A Business Fable About Shedding The Three Fears That Sabotage Client Loyalty (J-B Lencioni Series)
The Serving Leader: Five Powerful Actions that Will Transform Your Team, Your Business, and Your Community
Ten Thousand Horses: How Leaders Harness Raw Potential for Extraordinary Results