Another is regularly to measure and appreciate progress as the distance travelled from the starting point, which lifts morale, rather than solely against the desired end point, which deflates morale. The clever delegator instils confidence, too, by framing the thing to be delegated not as a test to pass or fail but as an exercise in capacity development: ‘Lessons will be learned, and we will get there in the end’ is liberating, while ‘If you can’t do this there is something wrong with you’ is debilitating.
The Delegation Feedback Conversation has a job to do. For it to be of service to the delegation project it must cover all the bases by allowing the following things to happen: The delegatee gives an accurate report on progress made in reaching agreed milestones. An assessment is made of the success or not of that progress. Barriers to success are explored. Strategies for overcoming those barriers are adopted. Ways you can help are identified. The delegatee is challenged where, however inadvertently, she is working against the aims of the project. Milestones are reassessed, with some kept, others dropped, and new ones agreed as necessary. She departs with new ideas, heightened clarity, and refreshed confidence and energy. So do you.
Idea • Being leader of a team, department or organisation should not mean you are CPS (Chief Problem Solver). If you are, you are working one or two pay grades below what you were hired to do. Idea • Your real job is to conceive and articulate a vision for where your team, department or organisation should be heading, and, with help from your people, to work out a detailed roadmap (strategy) for how to get there. Reflection • Ask yourself and others what things you can do that will get your ‘ship’ moving toward the vision, and what among those things fall inside your Zone of Mastery.
Reflection • Think of a desirable but unrealistic outcome. Why exactly it is unrealistic? Whose comfort zones does it disrupt? Idea • Courageous goals have their own momentum. They force a change of scene, raise entirely new questions, and call new relationships into being. Tool • Use the Courageous Goal Starter Kit to get things moving: 1) Dream it, 2) Declare it, and 3) Get started. Tool • Make it sticky with SUCCES: Get more buy-in for your Courageous outcome by describing it using the principles defined by Chip and Dan Heath and their acronym, SUCCES – it should be 1) Simple, 2) Unexpected, 3) Concrete, 4) Credible, 5) Emotional, and 6) contain a Story.
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• What is your Unique Ability? When were you last in your Zone of Mastery, and what were you doing? You are in your Zone of Mastery when 1) people admire you because the results are stunning; 2) you love doing it and time flies; 3) it gives you energy rather than sapping it; and 4) you get better at it all the time.
Researchers concluded that the expectation of a reward snuffed out their enjoyment of drawing. Overall, Pink said, extrinsic motivation – the promise of money or perks – often promotes short-term thinking, ruins the enjoyment of the activity, encourages short cuts and cheating, crushes creativity and diminishes performance.