Assigning work: six things to clarify before saying 'Use your initiative'

1. Separate goals from deliverables

The goal explains why the work is needed; the deliverable specifies what must be handed over. Preparing information so a customer can assess a proposal is a goal; a quotation with complete scope and terms is a deliverable. Do not assign a broad goal such as increasing sales and expect someone to guess every required task.

State standards and completion evidence. If the work is not yet clear, assign an investigation step with a corresponding output rather than pretend requirements are fixed. The recipient must be able to ask questions and reach agreement before execution.

2. Ownership and decision rights

Record who maintains overall status, who contributes and who approves items needing approval. Express authority in actions: may adjust layout within the template; needs approval before changing customer commitments. Assigning responsibility without authority or information can leave work waiting.

Ask whether the recipient has the required data, skills and access. Supply the current version of templates or procedures. Distinguish support needed because the person is new from matters that must escalate because they exceed the scope.

3. Resources and deadlines must be achievable

Specify documents, tools, budgets or support people according to the work. Deadlines should reflect volume and known dependencies. If waiting for another party's information, state when it is needed and who follows up, rather than set completion dates that ignore waiting time.

If conditions are insufficient, agree on scope or deadline changes before starting. Do not make the recipient commit to results with unconfirmed resources. State which situations require immediate reporting so impacts can be addressed early.

4. A short task brief template

Fill-in template: Goal [why]. Deliverable [handover item and standards]. Owner [main contact and support]. Authority [independent decisions and approvals]. Resources [data, tools, time]. Milestones [handover deadline, checkpoint and obstacle reporting].

Hypothetical example: prepare a routine order against the confirmed version; deliver the correct item codes, quantities, packaging and handoff information; employee A owns it, with an assigned checker; do not independently substitute items or alter delivery promises; use current instructions and order data; report stock shortages immediately and check before handover. The team confirms specific timing against the actual order.

5. Check early for likely misunderstandings

Before starting, ask the recipient to briefly explain the output, first step and support needed. This compares understanding, not memory. For new work, reviewing a sample before completing everything can prevent major end-stage rework.

When requirements change, record the decision in the same file and confirm deadline effects. A verbal-only change can leave two people using different versions. Updates should state what is finished, what is blocked and which decision needs support.

6. Give feedback on outputs and causes

At handover, compare results against agreed standards. If they fall short, identify the missing parts and corrections. Separate unclear requirements, inadequate conditions and unsuitable execution methods to provide appropriate support.

After one cycle, ask what can be added to instructions to reduce repeat questions next time. Track quality, waiting and rework rather than merely update counts. Gradually turn stable practices into procedures while retaining a channel for new situations.

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