Are we clear in what we expect when delegating a project or a function?
I have been thinking about this for the past few days, having recently read and reread “Who not How” and “Foolproof Hiring” (both highly recommended). At the same time, I had several conversations about scorecards and their importance.
In Metronomics, Functional Scorecards (FC) are the foundation of what we call the Human System. An effective FC defines the needs of the organization, it represents the first step in the hiring process, and also serves as the structure for quarterly reviews. If you are familiar with Topgrading, you know the concept of scorecard from there – the Metronomics version is simplified, highlighting the accountabilities, competencies and values needed to fulfill the function. The sections of the scorecard are:
- Function’s Mission
- Accountabilities
- Competencies
- Metrics
- Values
Having those clearly stated and written down sets the expectations for all parties – the team member this FC is assigned to as well as their leader and the rest of the organization. Of course the FC evolves in time as the needs change and team members grow.
Dan Sullivan’s Impact Filter (IF), as described by Dr. Benjamin Hardy in Who not How, is a different tool that serves a very similar purpose. Unlike the FC, that is defining a function, the IF is looking at a project – something to be done or achieved. The goal is, again, to set up clear expectations – why are we doing this, what is the impact and how does success look like. The sections of IF are:
- Purpose
- Best & Worst results
- Success Criteria
You can see the analogies. Both are in fact delegation tools, ensuring that the delegee knows exactly what is being expected, and can freely, enthusiastically sign up for their responsibilities.
Whichever tool you use and whatever the purpose of the delegation, the lesson is: be clear about what you expect, how success looks like, how do you measure the success and what are the rules of engagement.
