ON DELEGATION

1/ Good managers understand the subtle difference between “it can be understood” and “it cannot be misunderstood”. The former assumes skill and motivation in the listener. The latter doesn’t assume anything; it simply works. Good managers strive for the latter.

2/ Instead, bad managers are content with simply mentioning or implying accountability. When, inevitably, one of their subordinates misunderstands or forgets, they blame him for not having understood.

However, by doing so, they imply that not understanding is an option.

3/ This will have consequences, as it is not that difficult to argue that an instruction was unclear. Earlier or later, someone will argue that, because instructions were unclear, he should be left out the hook. This is the beginning of a vicious circle that ends in mediocrity.

4/ To avoid this, good managers are so explicit in their communication with their subordinates that no one can possibly argue that there could have been a misunderstanding about them being accountable for the result of the task being delegated.

5/ In order to reach this unwavering level of explicitness and clarity, good managers are relentless in making the implicit explicit, even when doing so would seem an insult to the intelligence of their interlocutor