A few weeks back I was watching In The Night Garden with my 20-month old. While he enjoyed the story, I found some things we could learn.
Well I’m still enjoying watching television with him, and I’m still finding important lessons hidden in the delights of children’s television. Today it’s from Aardman Animation’s Shaun the Sheep (If you’re not familiar, Aardman are responsible for Wallace and Grommit. If that still means nothing, you need to spend more time on YouTube)
The basic premise of Shaun the Sheep is that there’s a farmer who owns a trusty dog who looks after the sheep who are led by Shaun. The farmer is the CEO, the dog is the middle manager and Shaun is the team leader.
So what can we learn? How about this: take 7 minutes out of your day to enjoy an episode of Shaun the Sheep. If anyone asks why you’re watching it, tell them it’s leadership research into delegation.
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How great was that? I’m sure you got out at least as much as I did. Here’s my run down:
1. Start with something simple and well defined (2:20)
When first delegating, make sure you clearly define not only what to do, but how to do it and how to report back.
2. Acknowledge the work (2:30)
No matter how (un)successful the work was, acknowledge the effort. Give feedback on what what done correctly and what needs doing different next time.
3. Reward (2:45)
When delegation goes well, find some way to reward the team member you delegated to. (I’ll be talking on rewards in the next few weeks)
4. Load them up .. they’ll sort it out (2:50)
People are resourceful. Once they taste success they’ll be keen to show they can handle it. There’s nothing wrong with giving someone more than they can possibly do so long as you realise you’ve done it. People will always live down to your expectations. Expect high.
5. Sub delegation (3:05)
You’ll know successful delegation when the person you’ve delegated to starts putting the same delegation principles into practice. When they’re ready to do this, give clear guidelines and boundaries on how they can do this. Pre-wire the rest of the team so there’s no resentment.
6. Demand but don’t expect perfection (3:30)
While we demand perfection, don’t expect it. People will always get things wrong on occasion and there’s nothing wrong with that. Use the feedback model to help them get it right next time. Remember that feedback is not, ever, about punishment.
7. There will be unforeseen accidents (3:45)
Sometimes things will go wrong. Oh well. Make sure you only delegate things that can go wrong without you losing your job. See point #1 regarding clear instructions.
8. Coaching delegation (4:15)
When the people you delegate to start to delegate some of their tasks, make sure they follow the same guidelines: detailed, clear instructions with carefully outlined tasks, behaviours and reporting requirements.
9. Delegate so you can do the important things (4:30)
What should you delegate? Anything that you can. Everything that you can. The only thing I don’t think you can delegate is HR.
10. Eventually they’ll work it out (4:50)
If you trust your team enough, eventually they’ll work out exactly what needs to be done and the best way to achieve a great result.
11. Cloned! (5:05)
The aim of delegation is ultimately to find the best person to take over your role when you get a promotion. If you’re irreplaceable, you’re un-promotable.
12. Success! (5:30)
Successful delegation leads to the best of rewards: The feeling of a good job, done well.
13. Reporting back (5:50)
When your delegate wants to report back, be there. Listen. Give feedback. They’re dying to hear what you have to say. Make sure your praise is lavish.
14. Don’t be caught slacking (6:00)
Delegation is a great thing. But whatever you do, don’t use it as a tool to slack off. Use it to be more effective at the things that are more important to you.
15. Credit where Credit is due (6:25)
It’s bleedingly obvious, but don’t take the credit for your delegates work. A leader who can delegate well will be respected and acknowledged as effective by the executive team because that’s what they do to be effective.
16. Take the blame (6:30)
While you shouldn’t take the credit, you should take the blame for things that go wrong. If you’re responsible for making sure something happens, then wear the responsibility. If a delegate screws up, you didn’t give clear enough instructions and behaviours.
