Delegation and Responsibility

This is a story about four people: Everybody, Somebody, Anybody and Nobody.

There was an important job to be done and Everybody was asked to do it.

Everybody was sure that Somebody would do it.

Anybody could have done it, but Nobody did.

Somebody got angry because it was Everybody's job.

Everybody knew that Anybody could do it, but Nobody realised that Somebody wouldn't do it.

And Everybody blamed Somebody because Nobody actually asked Anybody.<

Anon.

Clarify your team members" roles. Regularly. Team environments are dynamic and requirements change. Communicate expectations about roles - clearly, and often.

In your team meetings, ensure that every action that is discussed and agreed iswritten downand hasoneperson"s name next to it. That person has full responsibility and accountability for making sure the action happens (NOTE: this does not necessarily mean the person does it him/herself).

Where possible, collaboratively plan work tasks with the people performing the tasks. Or when assigning tasks, encourage a two-way discussion. It"s not just about "telling" the other person. The person needs to ACCEPT the task. Ask the person to paraphrase - repeat back to you his/her understanding of the task.

Recognise, value and reward the completion of tasks by agreed deadlines. As managers we "teach people how to treat us". Acknowledge people who meet their commitments. Thank people who let you know IN ADVANCE if they are unable to meet their agreed deadline. Support people who ask for help. Expect responsibility and accountability - and you very often get it.