Chapter 7 pg’s 170-171 Lead With Love By :Gerry Czarnecki
Setting expectations is the first step in a plan, but plans that make a difference for the leader must be specific and detailed. Accountability needs to be measured both by the assignment of responsibility and a specified time for completion. Establishing a plan that is vague will likely create a vague result. The need for specificity includes the requirements that were set out in the chapter on expectations. Additionally, the plan must adequately detail the action steps, resources required, assigned responsibility, and deadlines to be met. Timing for completion is a critical element. Plans must be executed in a timely manner or they are not plans, but rather accidents.
Plans must be documented, meaning they must be written. It is not bureaucratic to document a plan; it is necessary. Vague ideas about the plans will create uncertainty and confusion on the part of the staff. An added benefit of writing the plan is there is no better test of clarity in thinking than forcing thoughts onto paper.
The assignment of staff is essential to execution, but execution will be haphazard at best if the staff and the other resources are not effectively organized to achieve results. Organization can be structured statements (organization charts) of who reports to whom. Organization can also be clear statements of which staff member does which job. It can also be a structure that not only defines who does what but precisely how it is to be done. These structures can be as informal as verbally communicated general guidance to very detailed flow process charts defining each and every step in the process. Regardless of the structure’s formality, the details of organization are essential for assigning what to do and how to do it.
Every leader must decide how much and what type of organizational structure is required. Organizations have used the old military model of a pyramid of authority for a very long time. This model continues to be the most common structure to organize the staff. Many other structures have been developed, but few are as simple and straightforward as the “one boss” hierarchical structure. Most organizations use this model, even though shared responsibility through a “matrix” organization has become more popular as organizations grow larger and more complex. In very large organizations, there is a need to coordinate across many different pyramids, and that coordination often requires creating a decision authority to be shared. The key to success is clarity. The members of your organization must have a clear understanding of their responsibilities and assignments. Any ambiguity regarding these factors will cause confusion and, ultimately, failure to execute effectively.