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Name of author Rick Baker, P.Eng.

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On Execution: There's 2 ways to get things done in business

by Rick Baker
On Nov 18, 2013

There are two ways to get things done in business: self-selection/direction & mastered delegation.

Some people are natural-born self-selectors/directors. Often, they are Achievers, Activators, & Executioners...and sometimes workaholics.

Other people are not. Often, they are Futurists, Visionaries, & Ideationists...and sometimes procrastinators.

One big problem in business: these opposites find themselves trying to work together.

Another big problem in business: sometimes these opposites do not find themselves trying to work together!

Delegation: The Decision-Making Engine of Business

by Rick Baker
On Nov 13, 2013

Delegation is the decision-making engine of business.

The Delegation engine is fuelled by Influence.

Influence is built on a track record of releasing control and growing trust...all laced together, consistently, with Vision, Values, Rules, Goals, & Measures...all making best use of Talents & Strengths...and, together, learning lessons from errors made along the road to Success.



And the key to successful Delegation: make Decisions around How you will go about Releasing Control and How you will go about Growing Trust. For most people and most businesses, these things do not just happen naturally. They only happen after a great deal of forethought, self-analysis, and good planning. 

Practice the 80% Rule: If someone else can do the Task 80% as well as you can do it then Delegate.

And remember...

Constructive Criticism is an Oxymoron...so choose to celebrate lessons learned from failures rather than criticizing others' errors.

How much thought do you invest in training your people?

by Rick Baker
On Oct 25, 2013

There are many ways to construct a training and staff-development plan for the people in your business.

Here is one way to start.

Think about how the 80/20 Rule applies to the tasks performed by your people.

Create a list of the 20% of tasks that contribute 80% of the results you desire.

Then, for each task, answer two questions:

  1. "Is this a routine Task or is it a not-Routine task?"
  2. "Is it a Technical task [specific to your business & industry] or is it an Interpersonal task [people influencing people]?"
Create a 1-page picture [like below] and insert your Top 20% tasks into the 4 quadrants.
When this is done you will have a picture of the Top 20% of the work-tasks you want your people to perform.
This picture can be used to 'troubleshoot' your training and development programs...just ask,
"What stands out?"
  • Not sure whether a task is Routine or not-Routine? [Better figure that out!]
  • Too much emphasis on Technical tasks, at the expense of developing Interpersonal strengths? [Better balance that out!]
When you sort these things out and are comfortable you have the right balance, do a double-check: apply the 80/20 Rule again, then ask,
"What stands out?"
  • Are you balancing your training and development programs across your Top 4% tasks?
  • Are you balancing your training and development programs at all reporting levels?



Why do this Routine/not-Routine/Technical/Interpersonal quadrant picture of your 80/20 Rule tasks?

Here's an introductory answer...

Business consists of 3 things: People, Process, & Situations. People create the Process. The Process consists of series of tasks. The People find themselves in various situations. Often, when problems arise, Situations appear more complicated. Often, simple solutions are missed and time, effort, and money are wasted. For this reason, it is important to ensure Routine tasks are not ignored and are supported by simple tools, including checklists. Much time, effort, and money is dedicated to R&D, invention, & innovation. That covers a very important area of tasks. However, when these not-Routine Technical tasks and processes are ruined because Routine Technical tasks were not performed properly...well, the lessons can be very painful. Consider, for example the crashing of the Flying Fortress during its highly-touted test flight.

Similarly, many businesses invest heavily in training and development for not-Routine Interpersonal tasks such as media training and handling crucial conversations while they fail to train people how to make decisions and listen to one another. These basic Routine Interpersonal tasks, when covered well, pave the path for top-notch business performance.

And NOTE: time has a way of eroding and changing memories. So, we must repeat, repeat, repeat if we want to ensure our people have the training and development they need to possess desirable business strengths. And to inspire...let's inject some creativity into it and make training and development experiences enjoyable. Failure to Repeat: Well, that's a fatal flaw!

Thought Tweet #842

by Rick Baker
On Oct 8, 2013

Thought Tweet #842 In business – discussions are good, decisions are better, and delegated decisions are best.


The Thinking Behind The Tweet

Discussions help you determine whether or not you have good/capable people on your leadership team. Quality discussions allow you to help the people you work with.

Decisions set the paths to results, either failures or successes. Learning from failures is the route to better future decisions and top future effectiveness, success, & profit.

Delegation of decision-making authority and accountability is the only way to grow a business. Master discussion first, then decision-making, then the art of delegation.


Delegation & Decisions | Thought Tweets

Delegation - you get the picture

by Rick Baker
On Sep 19, 2013


Delegation & Decisions

Delegation - some questions

by Rick Baker
On Sep 13, 2013

About “Delegation”… some questions to consider:


 To what extent do we want to delegate?

o   What’s our natural inclination?

o   About our experiences  […the best of times…the worst of times]

o   What makes us feel comfortable when we are delegating?

o   What makes us feel uncomfortable when we are delegating?


When we delegate – What are the best practices?

o   Do we set & communicate guidelines or rules for delegation?...if so, How?

o   What’s the #1 thing we have learned about delegation?

o   How do we help others feel comfortable when we delegate?

o   How do we maximize accountability when we delegate?

o   How do we use delegation to influence behaviour?

o   How do we use delegation to develop people? 

o   How do we use delegation to develop teamwork?


Delegation & Decisions | Leaders' Thoughts | Questions?: The Art of Asking Good Questions

Copyright © 2012. W.F.C (Rick) Baker. All Rights Reserved.