Help!

Often as we move up in management, we think we have to do things on our own. This is reinforced by staff assuming that we know lots more than they do and can act in any arena with confidence. Real confidence comes from reliable information and strategies, most often gathered from a network of colleagues and subordinates who share their expertise with us.

Asking for help does require some discretion and sophistication. By practising the skills of seeking assitance, we can develop a network of people who support our success as part of their work.

Clearly identify why you need help, because this will direct you to the right resource. For example, asking for help in how to develop a strategy is much different from asking for help in developing a strategy.

• Particularly as a new manger, we can be expected to need assistance from our boss or peers in mastering new skills.
• On the other hand, setting strategy is our responsibility, and we need to gather opinions, suggestions and supporting data from key players, perhaps through a planning session.

Carefully assess the time constraints for your work and on the work of those helping you.

• In planning sessions, allow a good amount of time to allow participants to develop their ideas in a friendly environment. Manage time by limiting the number of topics.
• Apportion a reasonably limited amount of time to collecting viewpoints to ensure that decisions you make are timely.
• Respect the time of your boss and your peers. Be precise in your requests and listen with sponge-like mind. Do not ask repeatedly for the same advice.

The best leaders balance asking for assistance and making decisions - a skill that will improve support from others for the decisions and stratgies we implement.