As an extension of celebrating small wins, as you can read about in my previous blog post, it is important to work together to divide tasks into smaller parts and include the responsible person to make them aware of why they are doing something.
Being able to fragment large and seemingly intangible concepts into smaller, more comprehensive pieces is highly effective in high task-ambiguous scenarios. As such, you will be able to convey a clearer picture of the direction of the venture and subsequently better execute outlined tasks and objectives by breaking them into smaller sub-goals (these are also easier to celebrate).
In effect, by amassing a collection of tangible objectives, you are also able to distribute them to appropriate agents and allocate resources more effectively, as larger objectives usually encompass numerous activities that can be hard to measure.
Dismantle tasks together
When setting a goal, deadline or similar – make sure to include the individual(s) responsible for the operative components in the process. Educate the practitioners by informing them about why their contribution is important and how it relates to the bigger picture. An entrepreneur in a (now large) tech-firm once told me:
“I always set individual and organizational goals and ensure that they connect with one another. These goals need to be both actionable and measurable.”
This line of thinking could (and should) be implemented throughout all departments in your company and has the potential to be distributed in perpetuity along functions and departments. Think about it; why wouldn’t you want the people ultimately responsible for performing a task to be able to connect it to something larger than the task itself? If your company is already quite large, the same philosophy can be ‘passed down’ to leadership roles as ambassadors down the line.
If this one seems obvious let me remind you of how many people that perform tasks every day and would be perfectly able to answer what they do, but not why they do it.
Involve your employees!
If you have any questions, want more examples or would like to reach out about leadership and management in your organization, don’t hesitate to contact me at simon.hagert@centigo.se or at +46 76 887 54 36.
