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Listen "The Stop Doing List – Part Three: How to Actually ‘Stop Doing’"
Episode Synopsis
The Stop Doing List – Part Three: How to Actually ‘Stop Doing’
Want the transcript? Download it here.
In the final episode of our three-part special on The Stop Doing List book, author Matt Malouf takes listeners through the final step in the process – how to actually ‘stop doing’ those tasks that are not in your genius.
During this episode, Matt focuses on the importance of the KRC model – Knowledge, Responsibility, Control – as without knowledge, we actually are unable to effectively be responsible or control any aspect of anything.
Some of the areas covered are:
Understanding that without knowledge, we actually are unable to effectively be responsible or control any aspect of anything
In order to start imparting knowledge and enable somebody else to take responsibility, there needs to be training systems and technology, and a blend of these, with systems being at the center of this
To avoid tasks boomeranging back to you, you must invest time and money in the on going training of your team
The importance of reporting and accountability once a task has been delegated
In this episode:
02:00 – How to actually ‘Stop Doing’
03:02 – The KRC model
04:38 – Linking the KRC
08:22 – Reporting and accountability
11:33 – Managing delegation
18:23 – Wrapping things up
Let us know what your key takeout has been from this episode and join the continuing conversation over in the Virtual Success Facebook Group.
Resources mentioned in this show:
The Stop Doing List – www.stopdoing.com.au
Barbara: Hey, everyone. Welcome back to another show of the Virtual Success Show where I’m joined by my co-host, Matt Malouf. How are you, Matt?
Matt: I’m well, Barb, and yourself?
Barbara: Good. Thank you. Good. Thank you. Really enjoying this series that we’re doing on your book, The Stop Doing List. I learn a lot every time I do this show, but it’s about refining things. Although I’ve gotten quite good at all these steps of delegation, and systems, and processes, and teams over the last few years I’ve been doing this, there’s always little bits that I learn more of when we do these shows and particularly from this series about The Stop Doing List.
Matt: Yeah. It’s interesting. I started writing the book two years ago. Obviously, we published it three months ago now. As you go back, and you remember, and you go, “Oh, yeah. We put that part in there.” I was also preparing for the show, you know, there’s things you forget that you put into the book, so it’s really great for me to go back and reiterate what I actually put in here as well.
Barbara: I think the point actually that it’s a good point we make here, and I’ve often said to clients, “Processes are not a one-time thing like, none of this stuff is you just set and forget. It’s a constant evolving process of mindset, ‘Stop doing. Stop doing. Stop doing.’” Okay. Today, we’re going to tackle part three of the book, which I think is probably one of the most important areas to get right and one of the areas we see a lot of clients getting tripped up in, which is actually how to stop doing.
How to actually ‘Stop Doing’
When you create your task list, you’ve got all your processes and systems in place, and you delegate, and you got the VA on board, and you’ve done everything you were told to do, and then this is the area where people often fall down. First of all, Matt, can you tell me why is that? What happens in the actual process of how to stop doing?
Matt: Yeah, and this was one of the most interesting parts to writing this book because I think many of us, myself included, have delegated and passed tasks on before, and it seems like that boomerang effect where they keep coming back to us. I was just intrigued and kept asking, “What is it? Why do these tasks keep coming back?” Then, in my research, I stumbled across what’s called the “KRC model,” the Knowledge, Responsibility, Control. It’s a model that is part of the Harvard Management System.
Want the transcript? Download it here.
In the final episode of our three-part special on The Stop Doing List book, author Matt Malouf takes listeners through the final step in the process – how to actually ‘stop doing’ those tasks that are not in your genius.
During this episode, Matt focuses on the importance of the KRC model – Knowledge, Responsibility, Control – as without knowledge, we actually are unable to effectively be responsible or control any aspect of anything.
Some of the areas covered are:
Understanding that without knowledge, we actually are unable to effectively be responsible or control any aspect of anything
In order to start imparting knowledge and enable somebody else to take responsibility, there needs to be training systems and technology, and a blend of these, with systems being at the center of this
To avoid tasks boomeranging back to you, you must invest time and money in the on going training of your team
The importance of reporting and accountability once a task has been delegated
In this episode:
02:00 – How to actually ‘Stop Doing’
03:02 – The KRC model
04:38 – Linking the KRC
08:22 – Reporting and accountability
11:33 – Managing delegation
18:23 – Wrapping things up
Let us know what your key takeout has been from this episode and join the continuing conversation over in the Virtual Success Facebook Group.
Resources mentioned in this show:
The Stop Doing List – www.stopdoing.com.au
Barbara: Hey, everyone. Welcome back to another show of the Virtual Success Show where I’m joined by my co-host, Matt Malouf. How are you, Matt?
Matt: I’m well, Barb, and yourself?
Barbara: Good. Thank you. Good. Thank you. Really enjoying this series that we’re doing on your book, The Stop Doing List. I learn a lot every time I do this show, but it’s about refining things. Although I’ve gotten quite good at all these steps of delegation, and systems, and processes, and teams over the last few years I’ve been doing this, there’s always little bits that I learn more of when we do these shows and particularly from this series about The Stop Doing List.
Matt: Yeah. It’s interesting. I started writing the book two years ago. Obviously, we published it three months ago now. As you go back, and you remember, and you go, “Oh, yeah. We put that part in there.” I was also preparing for the show, you know, there’s things you forget that you put into the book, so it’s really great for me to go back and reiterate what I actually put in here as well.
Barbara: I think the point actually that it’s a good point we make here, and I’ve often said to clients, “Processes are not a one-time thing like, none of this stuff is you just set and forget. It’s a constant evolving process of mindset, ‘Stop doing. Stop doing. Stop doing.’” Okay. Today, we’re going to tackle part three of the book, which I think is probably one of the most important areas to get right and one of the areas we see a lot of clients getting tripped up in, which is actually how to stop doing.
How to actually ‘Stop Doing’
When you create your task list, you’ve got all your processes and systems in place, and you delegate, and you got the VA on board, and you’ve done everything you were told to do, and then this is the area where people often fall down. First of all, Matt, can you tell me why is that? What happens in the actual process of how to stop doing?
Matt: Yeah, and this was one of the most interesting parts to writing this book because I think many of us, myself included, have delegated and passed tasks on before, and it seems like that boomerang effect where they keep coming back to us. I was just intrigued and kept asking, “What is it? Why do these tasks keep coming back?” Then, in my research, I stumbled across what’s called the “KRC model,” the Knowledge, Responsibility, Control. It’s a model that is part of the Harvard Management System.
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