Delegating Work: A Set of Reminders

Disappointments Usually a Function of Failed Communications

When I take on a project, even a little one, I want to make sure that my clients are going to be satisfied, delighted even: like the feeling you get when viewing the puffy cumulus clouds linger in a cerulean blue sky.  The "pot shot" methods of getting things done, which I see, makes me wonder how tasks and work is being delegated within the enterprise, hence, the inspiration for this post: we've got to get it right.

So, this is a review of productive methods for getting things done by asking others to do the actual work.  Yes, my clients are busy and, often, they trust me (it's well placed, I might add).  But, it's not enough.  We need to invest the time: I remember some wise man telling me years ago, disparaging management methods in the U.S.: "yeah, in America, we don't have time to do it right...but we've got time to do it over."  Well, I don't like doing it over.

Since most delegations are the equivalent of a "rain dance" -- a lot of moving around wiht the hope of something magical -- it's a good to remind ourselves of some productive methods.  These are simple but powerful techniques.  You can put them into three steps, even: three's an easy number.

First, the task is set out: "I need you to figure out how we penetrate this new sales channel..." The next step (Step #2) is the discussion of the "why" (I deserve to know the reason) and the "how."  As the one giving the task, I can lay out the motivation, the "why."  As I see it anyway.

The "how" (Step 3) is where the person doing the work has a chance to invest him/herself.  Thist takes time and sounds something like this: "So, how do you think it would be best to go about doing this?"  What results is a give and take: "yes, good idea and how about some preliminary research?" 

In the end, (maybe Step 4, OMG!) there is the task, the purpose for doing it and an agreement on an outline of methods that should be reviewed and agreed upon.  "So, we want to  do _______, because it will _________, and you're going to do x, y, z."  Yes, it sounds a bit childish, as if we're working with a toddler but...it's not.  So, if you're not interested in following some productive methods, you can always count on the probable option: doing it over.

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Two Conversations Missing in U.S. Discussions

Public Debate Absent, Social Delicacy Takes Priority?

This is not a blog post about politics.  It's about ideals, a principle upon which this country, the U.S. of A., was founded.  I'm concerned at how easily we've abandoned those ideals in the past few decades in pursuit of stuff that's, now, worthless. 

I'm disappointed that we can't muster more courage, like the emerging bud of a spring-inspired tree, to talk about two, at least two, topics that need and deserve some discussion, attention.

My concern goes beyond the lack of discussion about our "wars," or the scorched-earth politics being practiced in D.C. that is benefiting no one.  (One Republican Senator, Snowe, steps out of line to forge some new initiative in the healthcare field. Yikes!)  My desire begins to address the possibility of a unified message of hope and optimism that goes beyond personal needs and greeds and addresses our collective reality: we're in this mess together -- rich and poor, privileged and disadvantaged, white, black and brown.

So, the first conversation I would like to hear is the one that addresses a message, an affirmative dream, of how this society will look once we get through this economic debacle.  Where's the new, compelling Vision (yes, with a capital "V!") that is so critical to inspiring me and others to make the sacrifices that we -- secretly of course -- know we're going to have to make?  (My window supplier and his family have shuttered their business; several local restaurants that are members of Chambers of Commerce are forgoing their dues in an effort to cut costs.)

The second discussion that I'm missing is the one that goes something like this: "Yes, these are tough times and, yes, we're in this together....those of you who might have more privilege, more resources, more stable jobs, those folks need to extend a helping hand in a tangible way that cuts through all of the governmental and social institutions..."  Charity?  No.  Generosity of spirit?  Yes. 

Yes, one of the barriers, a Berlin Wall of barriers perhaps, is that we don't know how: we've gone for so long without helping each other that we don't know what it looks like.  So, here are some possible
examples: "Dear Neighbor, If you're struggling, lean on me.  If, when your kids come home from school, you need someone to watch them, ask me.  If you need a car for some trips to town, you can take mine. If you need some of my construction tools, please let me know.  If you are forgoing maintenance on your house because of a lack of expertise, tell me and I will help you." 

And, now, here's the pitch to you, my readers, the exhortation: We're all stretched and many of us are hurting; we need to stretch some more and be of service to each other and our society.  This is the appeal for the next year, for leaders and, more importantly, for effective followers.

In business, this means that collaboration can be more effective than competition especially within the organization.  It's time: 1) we can do this, and; 2) what can I do to help you?

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The Truth Has Currency in Healthcare...Finally

Apologies Are Better Than a Great Lawyer

Unknown to most of us laypeople, insurance companies, in an effort to curb the potential for medical malpractice lawsuits, continues policies that prevent doctors and hospitals who've made mistakes from saying two powerful words.  But now, as Congress continues their heady debate to control health care costs, they're starting to look at truthful tellings to cut costs, an experiment in progress at Johns Hopkins Hospital in Baltimore and other major healthcare institutions.

So, what are the finding is the best way to avoid the malpractice suits?  Something quite simple.  (It's always that way...isn't it?)

"I'm sorry."  That's all it takes.  Sometimes. "We made a mistake."

Reports Tamra Keith, of American Public Radio, "The lobby of Johns Hopkins Hospital in Baltimore is plastered with blown up covers from U.S. News and World Report's best hospitals issue. Hopkins has been featured in it year after year. But even here, doctor and nurses sometimes make mistakes."

Kai Ryssdal, reporting for "Marketplace" on American Public Radio, reports that much of the expense in medical costs involve extra tests and medical procedures that are designed to shield hospitals and doctors from the risk of exposure.  Ryssdal says: "A health-care overhaul may or may not do something to change
that."

Listen to the report at American Public Radio's website: Sorry Can Avoid Malpractice Suits

Richard Boothman, the Chief Risk Officer for the University of Michigan Health System offers his view: "Let's just cut through the baloney, and we should just step up and take care of those cases where a true medical mistake was created." Since Boothman took over in 2002,has been able to cut its malpractice insurance cash reserves to $13 million, from more than $70 million.

What should this kind of frankness be telling us in the business to business world about apologies?  That they sometimes make sense?  That we might risk more by not admitting fault than by coming out with the bad news in the first place? 

What is so hard about someone in Tech Support for... let's say a company like Apple Computer, saying: "I'm really sorry; we've got some bugs with this release of this Operating System but I think it will be worth working them out.  I'd like to help you find away to fix the problems, though...can we do that?"

I think this is the front edge of something important to watch: honesty in communications, relations.

Email me at george@theapgconsulting.com

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