Getting the job done
When my kids were little I’d ask them to clear the table. In response they’d take their plates and put them on the side. As they grew older and with a little direction, they learnt to take other peoples’ plates too and maybe put the salt and pepper back in the cupboard. As young adults now, I consider it a win if on asking them to clear the table, they take the plates, cutlery and glasses and put them in the dishwasher, tidy away the condiments and wipe the table clear of any stains or spills.
The same instruction, different interpretations of completion.
Throughout our lives we are faced with tasks , some we are given and some we give to others. How often as leaders do we have a clear vision of completion without a clear articulating of the outcomes that we want to see? And how often do we find ourselves frustrated when we complete a task, only to be told that it doesn’t meet the requirements of others?
Our ability to successfully contract is critical to collaboration, to organisational efficiency and to the effective delivery of goals. We have to balance the clarity that we need to achieve desired outcomes, with the empowerment that is required to ensure engaged, motivated teams working with forward momentum. It’s a tricky balance. And of course, the onus is not on one party, but all of those involved.
So next time you’re handing out a task, project or objective, or alternatively next time you’re being asked to complete one. Consider what assumptions you’re making about the outcomes that you think are required. Have you clearly articulated what’s important and what is free to be determined? Being specific and clear at the beginning might take a little more time and thought, but ultimately it will improve the performance of your organisation or team.