Have you ever heard of the 1970s television show, Colombo? The detective in the series, played by Peter Falk, kept returning to ask the suspects questions until they practically confessed, just to get rid of him!
Maybe you have a Colombo as an employee—you assign them a task, and then they keep asking for direction and feedback until it would have been easier to do it yourself. This frustrating experience can not only interrupt your thoughts, but also affect your other deadlines.
What can you do?
You probably already know who your personal Colombo is (or maybe you’re lucky enough to have several!). So first of all, think back to your most recent interactions and do your best to identify exactly what this person characteristically asks for. Are they reconfirming your instructions? Is it generalized direction they’re seeking? Are they looking for what’s called “intermittent reinforcement,” in the form of periodic comments like, “Well done” or Good job?” Or is it possible that you forgot to tell them something important when you gave the assignment?
If you’ve figured out that this employee is someone who simply needs lots of encouragement, then make sure you remember, in the words of Ken Blanchard, to “catch them doing something right.” Here’s how: just like any other important task, put it on your schedule. And yes, I understand how busy you already are (who isn’t?), and how this’ll feel like “one more thing…” However, lots of people need periodic positive feedback in order to feel supported and appreciated, so think about it this way: it’ll be easier to do it on your schedule, rather than theirs. They’ll feel motivated to do a great job, and you’ll experience fewer interruptions.
However, if your employee returns frequently for seemingly random reasons (and if praise doesn’t seem to be what they’re looking for), you may be facing a different sort of issue. Some people can “take the ball and run with it,” while others require very specific oversight and direction. So, if you find yourself in a position where you have no choice but to delegate tasks to this type of employee, you may as well realize (and even embrace) the fact that you’re going to log some major time with this person, if you expect them to get the job done. Recognize that you are actually training this person, not just giving out a quick task.
In order to keep things in perspective, it’s helpful to look at the pay-off down the road. I’m about to surprise you with an interesting calculation: a task that takes you 15 minutes a day to complete is the equivalent of 65 hours a year, or a little over one and a half work weeks! (Surprised? I certainly was—so much so that I actually asked a friend of mine to check my math!) So if it takes you an hour (which, admittedly, will feel like an eternity) to explain a task and then hand it over to a team member, it’s definitely worth your time in the long run.
Here are some helpful hints
- Tell the person why the job needs to be done. Some people need to understand that what they’re doing adds value to the organization.
- Give the background story. A sense of how this task came into being, what others have done, etc., will give your employee a sense of continuity and belonging.
- Explain the task thoroughly and completely. Ask the person to take notes and ask questions as you go. If possible, have the person “shadow” you as you perform the task, then repeat it by doing the task together, and finally, watch the person perform the work on their own.
- Questions naturally do come up as people begin to carry out a new task, and they might legitimately need a bit of quick feedback in order to continue the assignment. Be sure you’ve trained your employee well before you leave, but let them know you’re available if they get stuck. No one wants to be thrown out into “New Task-land” without a life raft!
- Let your employee know that if he or she discovers a better way to perform the task you’ve assigned, you’ll appreciate knowing about it. That’s often the way improvements are made around an organization: a new employee “inherits” an existing job, and suddenly, their fresh perspective leads to an advancement or upgrade.
- Schedule times to visit your employee as they begin to do the job. Notice what’s been done right and give praise accordingly. If the person isn’t quite completing the task properly, give behavioral feedback so mistakes can be corrected. Schedule these meetings frequently at first, then gradually taper off. Your employee won’t need you forever, and it’s equally important to recognize the moment when they’re performing the task both independently and competently.
When you’re comfortable with how the employee is doing, it’s time to set them free. Be sure they know that the responsibility to do the job now belongs to them, along with the authority to do it. If necessary, send an email announcing this to anyone who may be affected by the change—it’ll also help establish your employee’s credibility as they perform their new job responsibilities.
Finally, much as I hate to mention it, the problem may be with you. Perhaps you may not have a Colombo, but rather, someone with whom you didn’t spend enough time up front. Once, while I was presenting a seminar, a woman complained about her latest receptionist. This was the third person she had hired in six months. Every one of these people was terminated because they kept calling her with “too many questions about the job.” After I inquired a little further, she explained, “I gave them plenty of training. I spent 30 minutes showing them how to use the phone system!” Anyone who has been (or has watched) a receptionist knows that the phone system is only a part of the job. These weren’t Colombo interruptions; these were people who hadn’t been properly trained.
Remember, Colombo can be—and usually is—a dedicated, loyal employee, who wants to do a good job. And with patience, empathy, and the appropriate type of training and feedback, you can become the person who helps them learn, grow, and succeed!