Delegating for Initiative
Recently a client asked how to help employees take more
initiative, rather than wait to be told, or them come ask for
how-to directions with every assignment. The manager
admitted being too quick to tell. Now it was time to coach new
behaviors.
We came up with a good list of questions to ask when an
employee needs direction, and you want them to take the
initiative.
Let's take an example of needing to prepare a briefing report
for the "big boss." You know, and your employees know, the kind
of person the boss is, what he likes to focus on, and how he
likes information fed to him.
This is not a new kind of project, but typically the employees
would wait for your step-by-step direction, or at least an
outline of where to go. You want them to take a stab at it on
their own, with the objective being their learning the process
so they'll be able to come up with a good report on their own.
Start your handoff conversation with the employee by outlining
the overall project and reminding them that it is similar to
others they've done in the past.
Ask, "How do you think we can do this?" Then stop
talking and listen.
If they come up with an approach that will work, encourage them
to get started.
If they don't come up with a viable process, don't tell them
what to do . . . this is listening and redirect time. Ask:
1. What's the boss' objective? How will the boss use
the report?
2. What's the boss wanted in the past? Not wanted? Are
there types of information or questions that must be covered?
What can be omitted?
3. Given what you know about the audience for the briefing,
what questions will they want answered? What have been
sticking points in the past? What are the biases and favorite
themes of the audience members?
4. Is this a routine or special case? Why is this issue
coming up now?
5. When is the deadline? When does the boss need it? By
when should you be done with it so it can be reviewed before the
big event?
6. Who else needs to be included to ensure you have all the
information?
7. What is the best format? Are there supporting
materials that need to be included?
8. Are there any hidden agendas or lurking issues that
impact the way this information is delivered?
Listen to the answers very carefully. Be sure to probe for more
information if the employee isn't certain or clear. No matter
how annoying or painful . . . just don't tell them what to do.
Your objective is to get them to start acting on their own,
rather than asking for specific tasks to do at each step.
Alright . . . so there were only 8 questions on the list. But
when you coach employees to take initiative, you will need to
add, in real time, more questions to help them probe deeper so
they'll see what they need to do to make the project a success.
If you tell them, you've taken back the project. If you ask,
and patiently wait for an answer, then redirect when they're
slipping off track, they'll own the project.
And next time, the conversation about new projects will be
shorter, and the finished product better.