adline? When does the boss need it? By when should you be done with it so it can be reviewed before the big event?

6. Who else needs to be included to ensure you have all the information?

7. What is the best format? Are there supporting materials that need to be included?

8. Are there any hidden agendas or lurking issues that impact the way this information is delivered?

Listen to the answers very carefully. Be sure to probe for more

Recently a client asked how to help employees take more initiative, rather than wait to be told, or them come ask for how-to directions with every assignment.

The manager admitted being too quick to tell. Now it was time to coach new behaviors.

We came up with a good list of questions to ask when an employee needs direction, and you want them to take the initiative.

Let's take an example of needing to prepare a briefing report for the "big boss." You know, and your employees know, the kind of person the boss is, what he likes to focus on, and how he likes information fed to him.

This is not a new kind of project, but typically the employees would wait for your step-by-step direction, or at least an outline of where to go. You want them to take a stab at it on their own, with the objective being their learning the process so they'll be able to come up with a good report on their own.

Start your handoff conversation with the employee by outlining the overall project and reminding them that it is similar to others they've done in the past.

Ask, "How do you think we can do this?" Then stop talking and listen.

If they come up with an approach that will work, encourage them to get started.

If they don't come up with a viable process, don't tell them what to do . . . this is listening and redirect time. Ask:

1. What's the boss' objective? How will the boss use the report?

2. What's the boss wanted in the past? Not wanted? Are there types of information or questions that must be covered? What can be omitted?

3. Given what you know about the audience for the briefing, what questions will they want answered? What have been sticking points in the past? What are the biases and favorite themes of the audience members?

4. Is this a routine or special case? Why is this issue coming up now?

5. When is the deadline? When does the boss need it? By when should you be done with it so it can be reviewed before the big event?

6. Who else needs to be included to ensure you have all the information?

7. What is the best format? Are there supporting materials that need to be included?

8. Are there any hidden agendas or lurking issues that impact the way this information is delivered?

Listen to the answers very carefully. Be sure to probe for more

, and your employees know, the kind of person the boss is, what he likes to focus on, and how he likes information fed to him.

This is not a new kind of project, but typically the employees would wait for your step-by-step direction, or at least an outline of where to go. You want them to take a stab at it on their own, with the objective being their learning the process so they'll be able to come up with a good report on their own.

Start your handoff conversation with the employee by outlining the overall project and reminding them that it is similar to others they've done in the past.

Ask, "How do you think we can do this?" Then stop talking and listen.

If they come up with an approach that will work, encourage them to get started.

If they don't come up with a viable process, don't tell them what to do . . . this is listening and redirect time. Ask:

1. What's the boss' objective? How will the boss use the report?

2. What's the boss wanted in the past? Not wanted? Are there types of information or questions that must be covered? What can be omitted?

3. Given what you know about the audience for the briefing, what questions will they want answered? What have been sticking points in the past? What are the biases and favorite themes of the audience members?

4. Is this a routine or special case? Why is this issue coming up now?

5. When is the deadline? When does the boss need it? By when should you be done with it so it can be reviewed before the big event?

6. Who else needs to be included to ensure you have all the information?

7. What is the best format? Are there supporting materials that need to be included?

8. Are there any hidden agendas or lurking issues that impact the way this information is delivered?

Listen to the answers very carefully. Be sure to probe for more

the employee by outlining the overall project and reminding them that it is similar to others they've done in the past.

Ask, "How do you think we can do this?" Then stop talking and listen.

If they come up with an approach that will work, encourage them to get started.

If they don't come up with a viable process, don't tell them what to do . . . this is listening and redirect time. Ask:

1. What's the boss' objective? How will the boss use the report?

2. What's the boss wanted in the past? Not wanted? Are there types of information or questions that must be covered? What can be omitted?

3. Given what you know about the audience for the briefing, what questions will they want answered? What have been sticking points in the past? What are the biases and favorite themes of the audience members?

4. Is this a routine or special case? Why is this issue coming up now?

5. When is the deadline? When does the boss need it? By when should you be done with it so it can be reviewed before the big event?

6. Who else needs to be included to ensure you have all the information?

7. What is the best format? Are there supporting materials that need to be included?

8. Are there any hidden agendas or lurking issues that impact the way this information is delivered?

Listen to the answers very carefully. Be sure to probe for more

?

2. What's the boss wanted in the past? Not wanted? Are there types of information or questions that must be covered? What can be omitted?

3. Given what you know about the audience for the briefing, what questions will they want answered? What have been sticking points in the past? What are the biases and favorite themes of the audience members?

4. Is this a routine or special case? Why is this issue coming up now?

5. When is the deadline? When does the boss need it? By when should you be done with it so it can be reviewed before the big event?

6. Who else needs to be included to ensure you have all the information?

7. What is the best format? Are there supporting materials that need to be included?

8. Are there any hidden agendas or lurking issues that impact the way this information is delivered?

Listen to the answers very carefully. Be sure to probe for more

adline? When does the boss need it? By when should you be done with it so it can be reviewed before the big event?

6. Who else needs to be included to ensure you have all the information?

7. What is the best format? Are there supporting materials that need to be included?

8. Are there any hidden agendas or lurking issues that impact the way this information is delivered?

Listen to the answers very carefully. Be sure to probe for more information if the employee isn't certain or clear. No matter how annoying or painful . . . just don't tell them what to do.

Your objective is to get them to start acting on their own, rather than asking for specific tasks to do at each step.

Alright . . . so there were only 8 questions on the list. But when you coach employees to take initiative, you will need to add, in real time, more questions to help them probe deeper so they'll see what they need to do to make the project a success.

If you tell them, you've taken back the project. If you ask, and patiently wait for an answer, then redirect when they're slipping off track, they'll own the project.

And next time, the conversation about new projects will be shorter, and the finished product better.