Page 69 - FLL Virtual Binder 2018

Communicating Responsibility to Others
When discussing responsibilities with others, be explicit about the expected outcomes and ensure they have the appropriate support. Do not assume anything. Make sure others understand the extent of their accountability so they will be able to provide solutions and ideas rather than asking questions mid-way through the project that you expected them to answer.
Example:
• “Given the other projects you are currently working on, let me know by Friday what
a reasonable deadline is for you.”
• “This is a priority assignment. How and when can you accomplish this? Think about it and advise me tomorrow.”
Why it works: The statements are direct; each has a specific action requested. The individual is asked to look at the big picture and is involved in establishing priorities and a time for completion. Asking for a ‘by when’ time makes the request manageable. It gives you something tangible – a time commitment for holding the person accountable for delivery.
Being clear about your expectations requires discipline on your part. It means knowing precisely what you want and stating it clearly. Often there are many competing priorities, when you, as the leader, add one more to the pile, order and urgency must be determined. If you do not communicate priorities, others will establish them.
Look for opportunities to express your commitment to the success of others. You cannot say it enough. Your team needs to know that you are behind them every step of the way. Let them know you are personally committed and demonstrate it in your behaviours.
“Only commit to what you can do; and do whatever you commit to” Peter Urs Bender
Commitments are a powerful tool. They can move people to new levels of performance beyond what they thought possible. A sense of ownership, along with definite timeframes, spurs high levels of performance. If you accept an incomplete commitment, you are accountable for the lack of results. It is your job to make sure commitments are complete, well structured, and translated into deliverables by tying down timing and execution. Expecting a partial or incomplete commitment to be fulfilled will lead to disappointment.
“By managing commitments, you manage results and bring out the best in people.” Loretta Malandro
Front Line Leadership Module: Performance Management
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