“If I have been making these judgments about capability all along, using my intuition,” Brent wondered, “then why is delegation is so difficult? I mean, picking the right person for an assignment? Why am I disappointed so often?”
“I don’t know. What do you think?” I replied.
Brent’s eyes went to the corner of the ceiling before settling back to the conversation. “I think,” he started, “I think that sometimes I don’t think things through. I mean, I know when a task should be completed. And I know the Time Span capability of my team members. I guess I don’t think about matching those up. In fact, it’s only now, after doing that ranking exercise, that I understand, my team members are truly different.”
“Really?” I smiled.
“No, for some reason, I always thought everyone on my team should be able to see the task, see the problem, see the solution and just handle it. Now I see, clearly, some people on my team just don’t get it.”
“But you knew that all along.”
“Yes, I did. But instead of making a decision based on capability, I just picked somebody, anybody and then complained about them when they failed.”
“And, so, the reason for the failure?”
“I picked the wrong person. As the manager, I am accountable for the failure. To be more effective, I have to make better matches between Time Span requirements and Time Span capability.”
Some how my original comment doesnt show up here in the awaiting-moderation state.
So, I’ll add my two cents again (0:
Though, I agree with the time span requirement and time span capability methodology; I believe for a “team” to work, it all boils down to trust and attitude.
…a building block as a part of relationship. Observation and performance is coherent. Meaning if a person has as an attitude of performing well, he/she would perform anywhere. Make him a mochi(cobbler) he would become a great mochi, make him a doctor, he would become a good doctor; well… I hope you get the idea.
http://izlooite.blogspot.com/2010/02/5-dysfunctions-of-team-and-our-society.html
often times what we call intuition is a repeated false belief that through our actions we have made true. Leaders have to hold what they feel are ‘intuitive’ into doubt. Once this is placed in doubt then the ability for time span, decision making, etc… can then be deduced from the process.