Page 86 - stephen covey The seven habits of highly effective people

THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart

methods, they become responsible for the results.
I was involved in a gofer delegation once when our family went water skiing. My son, who is an
excellent skier, was in the water being pulled and I was driving the boat. I handed the camera to
Sandra and asked her to take some pictures.
At first, I told her to be selective in her picture taking because we didn't have much film left. Then I
realized she was unfamiliar with the camera, so I became a little more specific. I told her to be sure to
wait until the sun was ahead of the boat and until our son was jumping the wake or making a turn and
touching his elbow.
But the more I thought about our limited footage and her inexperience with the camera, the more
concerned I became. I finally said, "Look, Sandra, just push the button when I tell you. Okay? And
I spent the next few minutes yelling, "Take it! -- Take it! -- Don't take it! -- Don't take it!" I was afraid
that if I didn't direct her every move every second, it wouldn't be done right.
That was true gofer delegation, one-on-one supervision of methods. Many people consistently
delegate that way. But how much does it really accomplish? And how many people is it possible to
supervise or manage when you have to be involved in every move they make?
There's a much better way, a more effective way to delegate to other people. And it's based on a
paradigm of appreciation of the self-awareness, the imagination, the conscience, and the free will of
other people.

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.