1. Crux of the Situation
   Find the essence of each situation – the “crux of the issue.”
   Almost all problems have a “key log” that can clear the “log jam.” Climb a tall tree to “look down” upon the situation.
   Locate the key log.
   “Blow” the log which then lets the stream do the work.
   Though it will work, don’t start at the edge of the jam and move all the logs eventually hoping to move the key log. You’ll lose time and expend much more effort.

The crux is the point or points upon which success or failure rests. Stay focused on the crux. Don’t become sidetracked onto peripheral issues.

2. Three Questions
   Get in the habit of repeatedly asking yourself: Should I be doing this?
   Does it matter?
   If it does matter, how much does it matter?
3. The Process
   Decide 3 things: What you’re trying to do (the work that needs to be done).
   What it takes to do it (usually means breaking it into its component parts).
   Whom you can get to it better then you can (assign/delegate to the right people).

Remember, the answer to most problems is the right person in the right place (doing the part of the work that suits them best).

4. Work, Parts, People
   Once you’ve divided the work up into its logical parts, put somebody in charge who’s capable of doing the work necessary for each part. First you assign. If successful then you delegate.
   To Assign, you tell the person: What you want done.
   What time you want it done by.
   How you want it done.
   That you expect them to do it themselves while you watch.

To Delegate, you tell the person:What problem you'd like solved. That they're responsible for developing and implementing the solution.

How to Move from Assignment to DelegationPeople enthusiastically do what they do well. The general principle here is: Water seeks its own level. People generally drag their feet on what they can't do well.

Therefore as you assign things to a new person, they’ll show by the results that you can consider delegation.

You must have working experience with somebody in order to move from assignment to delegation.

5. Problems

Is the person you have doing something strong enough to do it?
If the answer is no, where is the person you need (find the right person).
The earlier you make the decision that you have the wrong person, the better it is since it’s never easy to deal with people issues.

6. Being the Boss
   The people who work for you must understand your job.
   List all the things only you can do.
   Add a few things in that you prefer to do.
   Only do these things.
   Let people know your commitment to the most important things.
7. Time: It’s Limited
   Most lack of accomplishment result from failure to prioritize and complete. The answer is focus. Focus has two parts: Prioritize: Write down what you have to do in order of priority.
   Complete: Finish the first item before you start the second.

Look at every activity you do and assess whether it is a good use of your time.

Relationship between boss and manager is key. The better it is, the better things will be run.

8. People Assessment
   Understand what people will do in a particular context.
   Know how to motivate them.
   Understand how things get done.
   Know how to utilize people’s strengths and buttress their weaknesses.
9. Keep it Running
   Key people get tired of serving in major capacities and as a result burnout or default. So you must develop a “bench.”
   Continued motivation hinges on creating a team. Successful teams have these components: Participation
   Recognition
   Rotation
   The feeling of belonging
   The possibility of moving up through the ranks.

Rotation is moving someone to a different task or position when they’re tired of it, lose interest, burned out. This brings new challenges to people, keeping them excited. It also protects by preventing people from owning a position by virtue of being there for a long time.

Spiritual systems build themselves around – not upon- a leader / pastor / rabbi whose purpose is to help develop mature human beings, not a buildings, facility, memorial, or organization. These “bricks and mortars” pieces help in the process but are not its true purpose. Growth is for the people’s benefit, not the institution or its leaders. The system utilizes people by their ability, gifts, talents, and willingness to participate.