by Lawrence M. Kohn and Jill Kohn, PhD

Two posts ago, we discussed the elements of delegation. Among these was deadlines. Setting and meeting deadlines is so important to any working relationship that it's worth revisiting the topic in more detail:

Deadlines are difficult to meet if they are not clear. They should always be set with a specific date and time.

Never set a deadline of ASAP because the lack of precision only creates confusion. To some, ASAP means drop everything and work overtime to get the task done. To others, ASAP might mean "as soon as practical" or, worse, "after significant avoidance and procrastination."

The discussion about a deadline may take the form of a directive or it may be the subject of negotiation. It is a good idea to discuss the factors that drive the decision-making process. It may be appropriate to challenge basic assumptions about timing. It may also be appropriate to initiate conversations with those who are relying on the delegatee for other tasks. These conversations have the risk of becoming frustrating, so everyone must try to be patient and respectful.

When deciding the deadline, both parties should consider the other commitments of the delegatee, time required to do the work, time for the delegator to review it, and time for subsequent improvements. If at all possible, the deadline should also allow for a cushion to accommodate the unexpected.

It should be understood that the deadline is a commitment and not just an estimate. In the event that the delegatee feels a deadline is in jeopardy, he or she should notify the delegator the moment the possibility of missing a deadline arises. It is never acceptable to miss a deadline without providing the delegator with immediate notice when the deadline is at risk.

Failure to comply should be considered a serious infraction. If a task is not completed on time, the delegator should immediately contact the delegatee and remind him or her that deadlines are commitments and failure to meet commitments without prior notice cannot be tolerated. Compliance with deadlines should be included as a factor in compensation and promotion.

This focus on compliance with deadlines may sound harsh, but it actually builds morale. A person's reputation as trustworthy may be their most important asset, and this process teaches people how to be trustworthy. It also allows the delegator to feel confident that deadlines will be met. This dramatically reduces stress and allows the delegator to focus on other priorities.

In addition to building morale, teaching respect for deadlines is one of the easiest and most effective methods for improving productivity. When people consistently take deadlines to heart, they will give more attention to their commitments and not make unrealistic promises. Realistic commitments produce timely results.

For more tips on setting deadlines, check out our article on "The Elements of Effective Delegation."

Labels: delegation, management

by Lawrence M. Kohn and Jill Kohn, PhD

Sometimes delegation is a disaster. And, too often, it is the delegatee who is criticized as the culprit. But, over the many years that we have been coaching lawyers, we have observed that the blame usually belongs to the delegator -- for failing to clearly articulate the elements of the task.

So we created a form we call the Task Manager, which includes the key elements of effective delegation. The form provides a structure that opens the door to discussing each element. By using the form, you will develop the habit of remembering the key elements each time you delegate. The form does not need to be completed in writing for every delegation; however, every delegated task should include all of the elements:

• Name: The form could be used by the delegator as a way to plan delegation and by the delegatee as a way to take notes and confirm his or her understanding of the assignment.
• Date received: By documenting the date that the task is received, everyone is clear about when responsibility has shifted to the delgatee. It is best to delegate a task at the first moment possible.
• Deadline: Deadlines are difficult to meet if they are not clear. This line must always be completed with a specific date and time. It should never include ASAP as an entry -- the lack of precision can only create confusion.
• Task description: This is simply an opportunity to clearly state what the delegator wants. It should be brief -- limit it to a single task and don't include details.
• Required resources: Every task needs resources. In addition to the time required, the delegatee may need support from others, equipment, supplies, etc.
• Loop list: One of the most frequent weaknesses in delegation is failure to keep people in the loop. Stakeholders in a task can provide valuable input and enhance implementation.
• Quality standards: Effective delegation requires that the delegator has a clear vision of the outcome of the task. For example, a delegator who is requesting some research needs to give the delegatee direction about how comprehensive the results should be. Does the delegator want a list of bullet points, a one-page summary, or volumes of information?
• Timeline: This is a list of interim steps, their deadlines, and dates of completion. Once the task commences, the interim tasks should be monitored frequently to make sure the process is under control.

When delegating tasks, make sure that the delegator is clear about -- and that both parties discuss and document -- the key elements of the task. When that happens, delegation can produce greater productivity, increased client satisfaction, a teaching environment in the firm, and more time for the delegator to bring in even more delegable clients.

For more tips, download the Task Manager and check out our article on "The Elements of Effective Delegation."

Labels: delegation, management