In any number of important projects or assignment, the manager of the business unit fails to be very specific about who is responsible for what. Certainly, assignments are laid out, sub-teams are formed and timesables given. This is not enough. The manager must make it absolutely clear and unambiguous as to exactly Who will be held accountable for results.
Is not it enough to make the assignment or give a “team leader” the responsibility to manage to the objective? No. Not really.
There is a big psychological difference between ” you are in charge of this assignment ” and ” you are in charge and totally accountable to see that the objectives are met . Big difference. the manager leaves no doubt that being in charge means being held accountable for the ultimate results. There will be no room to make excuses that something or someone got in the way.
There are several straightforward techniques that will improve the effective delegation of both the assignment and the authority to get the job done.
- First, make sure there is no doubt about the accountability . The manager communicates “this is what needs to be done, this is how it needs to be accomplished and this is when it must be completed. getting the assignment completed as outlined. Any questions? ”
- Set out the requirement for immediate feedback if an obstacle thresholds to derail the project . “During the execution of the assignment and management of the sub-group, if any issue arises that could have a negative affect on the execution of this assignment, I will need you to get to me right away. the problem, I want to know about it in real time. ”
- Establish check-points for status reports . “Each week on Friday morning at 8:00 AM, I would like a 15 minute update of the progress on your sub-team in executing the assignment.
Taking these basic but important steps will make it clear to all concerned that this assignment is important, who specifically is in charge and where the responsibility rests for getting the job done right. “(name) is responsible for leading the team to execute the assignment, has the full authority to implement the Project Plan for the sub-team and will be accountable for the results .” This is how top managers approach laying out the parameters and nailing down the accountability for results. anything less leaves loop-holes in the project plans execution.