Tag Archives: size of person

Size of Task, Size of Role

“This timespan of intention,” Pablo continued, “turns out to be the missing element in measuring the size of a task, the size of a role and thinking about the capability of those we have employed to complete those tasks and play those roles.”

“Okay, but I intend to do a lot of things,” I countered. “Climb Mount Everest before I die, run a 4-minute mile. Just because I intend to do something does not define my capability to do it.”

“Indeed,” Pablo replied. “In addition to your imagination, you also have to observe your effectiveness in doing so. A manager can easily create a piece of paper that says 12 month goal calendar, with 12 months bolded at the top, but it does not make her effective in completing those goals. She also has to effectively execute.”

“So, we have the timespan of intention, and the timespan of effectiveness?” I asked.

“And, in management, we also have the timespan of discretion. Discretion is our authority to make a decision. Given a delegated task to complete, have we also been granted the authority to make necessary decisions? Within that delegated task, what is our timespan of discretion? Timespan is the metric for measuring accountability and authority and a team member’s effectiveness. Size of task, size of role, size of team member.”

The Best Measure of Performance

“We started this conversation trying to figure out the size of the role and the size of the person,” I clarified. “I think we have established that we can measure size of role with timespan. So how do we measure the size of person?”

“It’s a trick question,” Pablo immediately responded. “I don’t judge people, I only judge the work.”

“But, if we are trying to match the size of the role with the size of the person?”

My question was cut short. “We are misled when we try to judge the size of a person. People are too complicated, and besides, at the end of the day, does it matter? The only thing that matters, is the person effective in the work of the role? Think about it. We come up with all kinds of descriptors like foresight, agility, conscientiousness, tenacity, initiative, motivation, flexibility. We give these things a score. As if we can measure the absolute score of a human being? We say a person needs more of this and less of that. What does that have to do with work?”

“Let me change my question,” I recalibrated. “Instead of measuring the size of the person, how do we match the person with the complexity, with the level of work in the role?”

“Now, you have a case. In this discussion, the central question is, compared to what?” Pablo asserted.

“Okay, compared to what?” I parroted.

“You cannot measure the qualities of a person with some absolute number, because people change inside the context of the moment. Compared to what? Compared to the work in the role? I only care, can they do the work?” Pablo stopped, then picked up again. “The best measure of performance is performance.”