We were convened. I looked directly across the table at Matthew. “Just exactly, what is it that you think we pay you to do around here?”

“What?” Matthew had a puzzled look on his face. He had been paying attention, but this question caught him off guard. No one had ever asked him that question.

“It’s a fair question,” I repeated, “what do you think we pay you to do around here?” Matthew started to stammer out something, but I stopped him. I looked around the group. “Look, I am picking on Matthew to make a point. We are here today to create a job description for the open position of Project Manager. This is important work. If we fail to clearly set the expectations for this position, it is no wonder the last person fell short.”

Howard looked up. “But we have this old job description. It lists out all the stuff he is supposed to do.”

“That’s why most traditional job descriptions don’t work. They are just a list of tasks. In addition to what is supposed to be done, I want to ask two critical questions.

How well should it be done?

When should it be done?

“I want to create very clear performance standards that we can measure and I want to communicate that up front in the job description. Now, we have a good start because we have a list of tasks and responsibilities. We just have to answer those two questions about each.” -TF