“I don’t pay you to think. I pay you to do your job.”
Have you met a real-life boss that dismissed employees’ opinions in this way?
I haven’t.
At least I don’t remember hearing someone utter that exact statement.
What I have seen many times is this—a leader who delegates tasks without painting a clear picture of success.
What’s the result?
Misunderstandings and delays that frustrate everyone involved.
In her book Dare to Lead, Brene Brown introduces the concept of “Painting Done” and emphasizes that effective delegation means ensuring that the person taking on the task knows exactly what success looks like. By applying her approach, I’ve observed people–including myself–transform from chaotic micromanagers to calm leaders who have meaningful conversations with their employees.
In this post, I’ll delve deeper into “painting done” and challenge you to take specific action in your own conversations.
Effective Delegation
Effective delegation is not simply about assigning tasks and setting goals. It’s also important to paint a picture of what success looks like when the task is “done.”
Brown notes that “clear is kind. Unclear is unkind.”
Delegation that is kind involves taking the time to communicate a clear vision of what the desired outcome should be, beyond just a simple set of instructions.
For example, imagine that you’re a project manager, and you’re delegating a task to a team member. Instead of just saying, “I need you to put together a prototype,” you could “paint done” by saying, “I need you to put together a prototype that meets specifications A, B and C, and that integrates smoothly with the existing work we’ve done for this client thus far on the project. I’d like you to review the report from our last project and ensure that your prototype takes into consideration any feedback the client gave us.”
As I rewrite this post for the second time, I’ve just completed a Scrum Master course and learned about that part of what makes Scrum so successful is a focus and commitment toward work that meets the definition of “done.”
The Benefits of “Painting Done”
When I started to “paint done,” I noticed three key benefits. I’ve seen others reap these benefits too.
1. Increased clarity
By painting a broader picture of what success looks like, both leaders and team members have a shared understanding of what the end goal should be. This clarity helps prevent misunderstandings and ensures that the task is completed with the desired specifications.
2. Improved problem-solving
I remember observing Michael Pogue when I taught at Princeton Junior High School my first year out of college. I had heard that Michael had won the teacher of the year award in Ohio, so when I had a free period, I asked if I could observe him. I spent the class watching the students.
They asked questions.
They challenged each other.
They challenged Mr. Pogue.
He responded by engaging them with a vision for the future—what they wanted to learn—rather than just turning their attention to the problem in the textbook.
What was the result?
The students discovered solutions.
Many of these students had been placed in remedial learning programs. I was used to seeing them in detention, bored and disengaged as they completed fill-in-the blank worksheets.
Like these students, your team members are more likely to identify issues, engage in critical thinking, and suggest solutions when you paint done.
3. Boosted engagement
When employees have a clear understanding of what success looks like, they will be more invested in their work. If you’re not in Gen Z, ask someone in Gen Z, “How do we keep Gen Zers engaged in their work?”
How to “Paint Done”
If this concept is new for you, you can follow these steps:
Step 1: Identify the task.
Start by identifying a task that requires support from other people. This could be anything from developing a marketing campaign to a plan for a holiday party to launching a new product.
Step 2: Consider the broader context.
Take a moment to reflect on the broader context of the task. What impact will it make, and how does it fit into the larger goals of the organization? By considering these factors, you can paint a more comprehensive picture of what success looks like.
Step 3: Describe the desired outcome.
Be specific about what needs to be accomplished and how it should be achieved. When I first started doing this, I wrote it out on paper before explaining it in a meeting.
Consider the following questions:
- What are the specific goals or objectives of the task?
- What are the key deliverables?
- What are the timelines and deadlines?
- What are the quality standards that need to be met?
- What are the potential challenges or impediments that need to be addressed?
- What resources or support will be available to the team?
Your Turn
Want to engage further with this?
Here are a few steps you might take:
- Complete this sentence for yourself: There have been times when I have delegated a task quickly and have not Painted Done. Perhaps the reason I have done this is that ______________.
- Choose a task that requires support from other people and “paint done” below. Here are some questions to consider:
- How will things look different once the team has completed the task?
- What impact will the task make?
- Describe the broader context in which the job is delegated.
- Buy some paint and paint a picture of what “Done” looks like. Seriously! David Turner, a mentor, once told me, “If you’re stuck in describing a plan, draw a picture of what you want it to look like,” Every time I’ve drawn a picture, I got unstuck.