Have You Heard of "Green & Clean" Leadership?
I was recently on a call with a prospect, and this happens...They ask me about a leadership concept called "Green & Clean."
Now, I have a choice here: Fake it and say, "Why yes, I know Green and Clean quite well. Been using it for years." Ha.
Or, fess up (which I did). Nope, I've never heard the term.
Google tells me later that in Stephen Covey's The 7 Habits of Highly Successful Families, he coined this phrase "Green and Clean."
Basically, a parent sets the standard for yard work – "get the lawn green and clean" – and the child can do it however they want. Covey's wild example of getting it green is that the kid could, if they chose, turn on the sprinklers, fill up a bunch of buckets, or spit on the lawn all day long.
The underlying message is that managers should do the same with their teams: Set a standard and be done.
Now, while I am open to the idea of giving our teams freedom and letting them own their work, that spitting-all-day part of it doesn't sit well with me.
Imagine someone hitting the target by doing something totally inefficient, wasting a ton of time, or even not knowing there's a better way, as long as they technically meet the standard.
Friends, do we really want the folks on our team "spitting all day long?"
So, what's the line? How do we let our people take ownership, do the work in their own style and manner, without trying to green the lawn one drop at a time?
Here are a few thoughts on how to be hands-off without ineffectiveness:
Paint the Bigger Picture: Don't just say what needs to be done, explain why it matters. For the "green lawn," it's not just about pretty grass; it's about pride in the property and consistency of effort. There's more to it than just the instruction and subsequent action. Try explaining why the task is important to them, to the team, etc.
Lay Down Some Ground Rules (Lightly): Think of expectations as guardrails, not handcuffs. Having an empty white canvas with no rules screams for something to go awry. Outlining an expectation or two gives people direction without telling them exactly how to make every move.
Be Curious, Not Confrontational: Something is always bound to go wrong. Try asking questions about what they learned or how they thought about their approach vs. getting upset when a task isn't done correctly. We are raising problem solvers who need the courage to try, not folks afraid of failing.
Don't Direct Then Ghost: Instead of leaving them to fend alone and waiting for the final result, have a chat or two about how things are going. This isn't about hovering; it's offering support and gently nudging someone if they're heading off course.
In all, I do agree that "Green and Clean" has a good message about trust and letting people take charge. But when managing teams, it may be better to add more direction into the mix.
Friends don't let friends water an entire lawn spit by spit.
About The Author
For the past two decades, Cecilia Gorman has helped advertising agencies and other creatively-minded companies fix costly communication and productivity issues by teaching managers how to become better connectors, motivators, and leaders. Cecilia is the author of Always Believe In Better, creator of the digital learning course for managers—Manager Boot Camp, and co-founder of the global training and support community for working women—Empowership.
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