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- Stewardship Delegation
- Stewardship delegation is focused on results instead of methods. It gives people a choice
- of method and makes them responsible for results. It takes more time in the beginning,
- but it's time well invested. You can move the fulcrum over, you can increase your
- leverage, through stewardship delegation.
- Stewardship delegation involves clear, up-front mutual understanding and commitment
- regarding expectations in five areas.
- Desired Results: Create a clear, mutual understanding of what needs to be accomplished,
- focusing on what, not how; results, not methods. Spend time. Be patient. Visualize the
- desired result. Have the person see it, describe it, make out a quality statement of what
- the results will look like, and by when they will be accomplished.
- Guidelines: Identify the parameters within which the individual should operate. These
- should be as few as possible to avoid methods delegation, but should include any
- formidable restrictions. You won't want a person to think he had considerable latitude as
- long as he accomplished the objectives, only to violate some long-standing traditional
- practice or value. That kills initiative and sends people back to the gofer's creed: "Just tell
- me what you want me to do, and I'll do it."
- If you know the failure paths of the job, identify them. Be honest and open -- tell a person
- where the quicksand is and where the wild animals are. You don't want to have to
- reinvent the wheel every day. Let people learn from your mistakes or the mistakes of
- others. Point out the potential failure paths, what not to do, but don't tell them what to
- do. Keep the responsibility for results with them -- to do whatever is necessary within the
- guidelines.
- Resources: Identify the human, financial, technical, or organizational resources the
- person can draw on to accomplish the desired results.
- Accountability: Set up the standards of performance that will be used in evaluating the
- results and the specific times when reporting and evaluation will take place.
- Consequences: Specify what will happen, both good and bad, as a result of the
- evaluation. This could include such things as financial rewards, psychic rewards,
- different job assignments, and natural consequences tied into the overall mission of an
- organization.
- Some years ago, I had an interesting experience in delegation with one of my sons. We
- were having a family meeting, and we had our mission statement up on the wall to make
- sure our plans were in harmony with our values. Everybody was there.
- I set up a big blackboard and we wrote down our goals -- the key things we wanted to do
- -- and the jobs that flowed out of those goals. Then I asked for volunteers to do the job.
- "Who wants to pay the mortgage?" I asked. I noticed I was the only one with my hand up.
- "Who wants to pay for the insurance? The food? The cars?" I seemed to have a real
- monopoly on the opportunities.
- "Who wants to feed the new baby?" There was more interest here, but my wife was the
- only one with the right qualifications for the job.
- As we went down the list, job by job, it was soon evident that Mom and Dad had more
- than sixty-hour work weeks. With that paradigm in mind, some of the other jobs took on
- a more proper perspective.
- My seven-year-old son, Stephen, volunteered to take care of the yard. Before I actually
- gave him a job, I began a thorough training process. I wanted him to have a clear picture
- in his mind of what a well-cared-for yard was like, so I took him next door to our
- neighbor's.
- "Look, son," I said. "See how our neighbor's yard is green and clean? That's what we're
- after: green and clean. Now come look at our yard. See the mixed colors? That's not it;
- that's not green. Green and clean is what we want. Now how you get it green is up to
- you. You're free to do it any way you want, except paint it. But I'll tell you how I'd do it if
- it were up to me."
- "How would you do it, Dad?"
- "I'd turn on the sprinklers. But you may want to use buckets or a hose. It makes no
- difference to me. All we care about is that the color is green. Okay?"
- "Okay."
- "Now let's talk about 'clean,' Son. Clean means no messes around -- no paper, strings,
- bones, sticks, or anything that messes up the place. I'll tell you what let's do. Let's just
- clean up half of the yard right now and look at the difference."
- So we got out two paper sacks and picked up one side of the yard. "Now look at this side.
- Look at the other side. See the difference? That's called clean."
- "Wait!" he called. "I see some paper behind that bush!"
- "Oh, good! I didn't notice that newspaper back there. You have good eyes, Son."
- "Now before you decide whether or not you're going to take the job, let me tell you a few
- more things. Because when you take the job, I don't do it anymore. It's your job. It's called
- a stewardship. Stewardship means 'a job with a trust.' I trust you to do the job, to get it
- done. Now who's going to be your boss?"
- "You, Dad?"
- "No, not me. You're the boss. You boss yourself. How do you like Mom and Dad nagging
- you all the time?"
- "I don't."
- "We don't like doing it either. It sometimes causes a bad feeling doesn't it? So you boss
- yourself. Now, guess who your helper is."
- "Who?"
- "I am," I said. "You boss me."
- "I do?"
- "That's right. But my time to help is limited. Sometimes I'm away. But when I'm here, you
- tell me how I can help. I'll do anything you want me to do."
- "Okay!"
- "Now guess who judges you."
- "Who?"
- "You judge yourself."
- "I do?"
- "That's right. Twice a week the two of us will walk around the yard and you can show me
- how it's coming. How are you going to judge?"
- "Green and clean."
- "Right!"
- I trained him with those two words for two weeks before I felt he was ready to take the
- job. Finally, the big day came.
- "Is it a deal, Son?"
- "It's a deal."
- "What's the job?"
- "Green and clean."
- "What's green?"
- He looked at our yard, which was beginning to look better. Then he pointed next door.
- "That's the color of his yard."
- "What's clean?"
- "No messes."
- "Who's the boss?"
- "I am."
- "Who's your helper?"
- "You are, when you have time."
- "Who's the judge?"
- "I am. We'll walk around two times a week and I can show you how it's coming."
- "And what will we look for?"
- "Green and clean."
- At that time I didn't mention an allowance. But I wouldn't hesitate to attach an allowance
- to such a stewardship.
- Two weeks and two words. I thought he was ready.
- It was Saturday. And he did nothing. Sunday...nothing. Monday...nothing. As I pulled
- out of the driveway on my way to work on Tuesday, I looked at the yellow, cluttered
- yard and the hot July sun on its way up. "Surely he'll do it today," I thought. I could
- rationalize Saturday because that was the day we made the agreement. I could rationalize
- Sunday; Sunday was for other things. But I couldn't rationalize Monday. And now it was
- Tuesday. Certainly he'd do it today. It was summertime. What else did he have to do?
- All day I could hardly wait to return home to see what happened. As I rounded the
- corner, I was met with the same picture I left that morning. And there was my son at the
- park across the street playing. This was not acceptable. I was upset and disillusioned by
- his performance after two weeks of training and all those commitments. We had a lot of
- effort, pride, and money invested in the yard and I could see it going down the drain.
- Besides, my neighbor's yard was manicured and beautiful, and the situation was
- beginning to get embarrassing.
- I was ready to go back to gofer delegation. Son, you get over here and pick up this
- garbage right now or else! I knew I could get the golden egg that way. But what about the
- goose? What would happen to his internal commitment?
- So I faked a smile and yelled across the street, "Hi, Son. How's it going?"
- "Fine!" he returned.
- "How's the yard coming?" I knew the minute I said it I had broken our agreement. That's
- not the way we had set up an accounting. That's not what we had agreed.
- "How's the yard coming?" I knew the minute I said it I had broken our agreement. That's
- not the way we had set up an accounting. That's not what we had agreed.
- So he felt justified in breaking it, too. "Fine, Dad."
- I bit my tongue and waited until after dinner. Then I said, "Son, let's do as we agreed.
- Let's walk around the yard together and you can show me how it's going in your
- stewardship."
- As we started out the door, his chin began to quiver. Tears welled up in his eyes and, by
- the time we got out to the middle of the yard, he was whimpering.
- "It's so hard, Dad!"
- What's so hard? I thought to myself. You haven't done a single thing! But I knew what
- was hard -- self management, self-supervision. So I said, "Is there anything I can do to
- help?"
- "Would you, Dad?" he sniffed
- "What was our agreement?"
- "You said you'd help me if you had time."
- "I have time."
- So he ran into the house and came back with two sacks. He handed me one. "Will you
- pick that stuff up?" He pointed to the garbage from Saturday night's barbecue. "It makes
- me sick!"
- So I did. I did exactly what he asked me to do. And that was when he signed the
- agreement in his heart. It became his yard, his stewardship.
- He only asked for help two or three more times that entire summer. He took care of that
- yard. He kept it greener and cleaner than it had ever been under my stewardship. He
- even reprimanded his brothers and sisters if they left so much as a gum wrapper on the
- lawn.
- Trust is the highest form of human motivation. It brings out the very best in people. But it
- takes time and patience, and it doesn't preclude the necessity to train and develop people
- so that their competency can rise to the level of that trust.
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