Don’t come around – after the job is done – with your pearls of wisdom! If you know the best way to do it, either do it yourself, or explain how you want it done – before it’s done.
“You could have…,” demotivates.
Bosses want:
- Initiative. Go do your best. Don’t keep asking questions. Tweaking at the end allows initiative.
- Learning. It’s OK to stumble along, as long as you’re learning. They don’t want to explain everything.
- Improvement. Performance was acceptable this time. They want improvement next time.
We could always improve. But, why bother doing your best, when your best is never good enough?
Suggestions before:
Successful leaders own their performance.
One of my colleagues is better than me at support and compassion, another is better at planning. I need their voice in my performance. But, I don’t enjoy their tweaks after the fact, even though I benefit from them.
Leverage the strengths of others before you execute, not after.
I go to my compassionate colleague to gain his “tweaks” before I have tough conversations. When appropriate, I invite him to join.
I go to my checklist colleague to gain his “tweaks” before I execute a plan. I explain the goal and solicit his suggestions.
- Explain goals.
- Lay out plans.
- Ask for suggestions.
Seek input before, not after. Don’t wait for your tweak-boss to come to you with improvements on past performance.
Proactive incompetence:
Tap the strengths of others before you begin, not after.
Don’t flaunt your weaknesses; leverage the strengths of others.
- Prepare thoroughly.
- Don’t expect others to do your work for you.
- Lay out your goal and plan. Seek input.
- Integrate their suggestions, when they make sense to you.
- Proactively seek feedback after projects are completed. Maintain control of your performance.
How might leaders tap the strengths of teammates before projects begin?
What prevents leaders from exercising proactive incompetence?