Afterthought on Task Clarity and Accountability: A Reflection from Recent One-on-Ones After chatting with my team about some of the hiccups and bottlenecks they've encountered with task assignments, I realized a few things. As a manager, one of the most valuable lessons I’ve learned is that task clarity and communication are absolutely critical. What frustrates me most is when someone takes on a task without fully understanding what’s involved, and only later admits they didn’t get it when the deadline is looming. Here’s what I would genuinely appreciate: If you're unsure about the task, let me know upfront. Say something like, “I’ll do some research first and get back to you if I run into roadblocks,” or “Let me give it a try, and if I don’t find the solution, I’ll loop back to you.” That shows initiative and a sense of responsibility—and it’s far more productive than waiting until the last minute to say, "I didn’t understand the task." Accountability isn’t just about completing tasks—it’s about owning what you do know, as well as what you don’t know. If there’s any uncertainty, ask early. We’re a team, and we’re all here to support each other, but we need to be proactive in communicating and addressing issues as soon as they arise. Let’s continue fostering a culture of transparency, collaboration, and results. Together, we can tackle challenges head-on and get things done efficiently. ??
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and as we always say at work: "if you don't know how to do it or if you're unsure of something, just ask. There are no stupid questions here." It's better to ask for clarity first than to fix a mistake.
Afterthought on Task Clarity and Accountability: A Reflection from Recent One-on-Ones After chatting with my team about some of the hiccups and bottlenecks they've encountered with task assignments, I realized a few things. As a manager, one of the most valuable lessons I’ve learned is that task clarity and communication are absolutely critical. What frustrates me most is when someone takes on a task without fully understanding what’s involved, and only later admits they didn’t get it when the deadline is looming. Here’s what I would genuinely appreciate: If you're unsure about the task, let me know upfront. Say something like, “I’ll do some research first and get back to you if I run into roadblocks,” or “Let me give it a try, and if I don’t find the solution, I’ll loop back to you.” That shows initiative and a sense of responsibility—and it’s far more productive than waiting until the last minute to say, "I didn’t understand the task." Accountability isn’t just about completing tasks—it’s about owning what you do know, as well as what you don’t know. If there’s any uncertainty, ask early. We’re a team, and we’re all here to support each other, but we need to be proactive in communicating and addressing issues as soon as they arise. Let’s continue fostering a culture of transparency, collaboration, and results. Together, we can tackle challenges head-on and get things done efficiently. ??
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Co-founder of Maven. Co-founder of altMBA. Helping tech operators raise the bar for themselves and their teams.
Many managers toss a request over the wall with zero context and say “do this.” If this is your approach (it was certainly mine as a new manager), don't be shocked when your team is confused. You might be thinking, “But Wes, the whole point of delegating is to SAVE time, not SPEND time explaining stuff I shouldn't have to explain.” But by rushing in and not setting your team up for success, you’re actually slowing everyone down. Now, I invest the time to explain a project upfront and make sure my team really understands what to do. I ask myself: 1. Am I explaining so it's easy to understand? 2. Am I getting the person excited? 3. Am I addressing obvious risks? 4. Am I giving them a chance to speak up? 5. Am I creating the shortest feedback loop possible? With these simple questions, you're able to: increase comprehension, increase buy-in, derisk, confirm alignment, and shorten feedback loops. This checklist applies to folks at all levels. The more senior the person, the less you’ll need to explain. The more junior, the more you should spell things out. This only takes 10-15 minutes to do, so we're not talking a lot of time at all. Consider it an upfront investment (not cost) because it will save you hours, days, or weeks of avoidable messiness downstream. I’d say that’s time well spent. __ It’s Wednesday morning, and this week's newsletter is now live. I dive into my delegating/context-setting checklist: https://lnkd.in/eR8kiar7
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I build customized storytelling machines to engage audiences for higher ed, edtech and nonprofits. Message me for a client case study with measurable results.
Replace manager with editor in this post and you have a good explanation of where marketing teams often go wrong working with freelancers. Of course, one motivation for using independent contractors is to get immediate value without a lot of managing and onboarding. But a little understood part of the editorial process is shaping the assignment. The organizations that hire me to manage their content development often complain the freelancers they worked with just didn’t get them. The truth is my team doesn’t get you either . . . yet. I’m going to manage for that inevitability. Essentially by doing everything Wes Kao outlines here.
Co-founder of Maven. Co-founder of altMBA. Helping tech operators raise the bar for themselves and their teams.
Many managers toss a request over the wall with zero context and say “do this.” If this is your approach (it was certainly mine as a new manager), don't be shocked when your team is confused. You might be thinking, “But Wes, the whole point of delegating is to SAVE time, not SPEND time explaining stuff I shouldn't have to explain.” But by rushing in and not setting your team up for success, you’re actually slowing everyone down. Now, I invest the time to explain a project upfront and make sure my team really understands what to do. I ask myself: 1. Am I explaining so it's easy to understand? 2. Am I getting the person excited? 3. Am I addressing obvious risks? 4. Am I giving them a chance to speak up? 5. Am I creating the shortest feedback loop possible? With these simple questions, you're able to: increase comprehension, increase buy-in, derisk, confirm alignment, and shorten feedback loops. This checklist applies to folks at all levels. The more senior the person, the less you’ll need to explain. The more junior, the more you should spell things out. This only takes 10-15 minutes to do, so we're not talking a lot of time at all. Consider it an upfront investment (not cost) because it will save you hours, days, or weeks of avoidable messiness downstream. I’d say that’s time well spent. __ It’s Wednesday morning, and this week's newsletter is now live. I dive into my delegating/context-setting checklist: https://lnkd.in/eR8kiar7
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motivational speaker on inclusive leadership ?? inspiring leaders to turn inclusion promises ?? into practices ?? author ?? comedian ?? equality advocate ????? ????? social entrepreneur ?? hamster dad ??
The Cost of Procrastination: A Lesson in Accountability and Delegation So, there I was—asked to book flights for an event, and it kept slipping down my to-do list. My students asked me months ahead: "Anthony, have you booked the flights?" "Not yet, but don't worry!" I said. Fast forward to TWO DAYS before departure—panic mode activated! I clicked the first flights I saw and BOOM—booked, but at a premium. This wasn't just a lesson in time management; it was a wake-up call on accountability. We often let small tasks pile up until they snowball into big problems, especially when juggling multiple roles. It’s a reminder: Delegate when you can, take action early, and don’t let minor tasks distract you from your main goals! Have you ever had a small task spiral into a major headache? Let’s hear your stories in the comments!
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Good tips to properly delegate and elevate
Co-founder of Maven. Co-founder of altMBA. Helping tech operators raise the bar for themselves and their teams.
Many managers toss a request over the wall with zero context and say “do this.” If this is your approach (it was certainly mine as a new manager), don't be shocked when your team is confused. You might be thinking, “But Wes, the whole point of delegating is to SAVE time, not SPEND time explaining stuff I shouldn't have to explain.” But by rushing in and not setting your team up for success, you’re actually slowing everyone down. Now, I invest the time to explain a project upfront and make sure my team really understands what to do. I ask myself: 1. Am I explaining so it's easy to understand? 2. Am I getting the person excited? 3. Am I addressing obvious risks? 4. Am I giving them a chance to speak up? 5. Am I creating the shortest feedback loop possible? With these simple questions, you're able to: increase comprehension, increase buy-in, derisk, confirm alignment, and shorten feedback loops. This checklist applies to folks at all levels. The more senior the person, the less you’ll need to explain. The more junior, the more you should spell things out. This only takes 10-15 minutes to do, so we're not talking a lot of time at all. Consider it an upfront investment (not cost) because it will save you hours, days, or weeks of avoidable messiness downstream. I’d say that’s time well spent. __ It’s Wednesday morning, and this week's newsletter is now live. I dive into my delegating/context-setting checklist: https://lnkd.in/eR8kiar7
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Delivering Projects Successfully - Globally | Senior Project Manager | Design & Construction
Here is a story on why building stronger relationship is important for successful delivery of projects. Once upon a time, there was a project manager named Alex. Despite their best efforts, projects kept hitting roadblocks. Deadlines were missed, and team morale was low. Alex knew something had to change. So, Alex decided to focus on building stronger relationships with their colleagues. They started with casual team lunches, where everyone could share ideas and get to know each other better. This simple act began to weave a tapestry of trust and camaraderie among the team. Soon, Alex noticed a transformation. The team collaborated more effectively, tackled problems together, and kept the project on track. Even when a supplier issue threatened to derail everything, the team rallied and found a solution. Morale soared, conflicts were resolved amicably, and the project was delivered on time. Alex realized that the key to success wasn’t just in planning or tools—it was in the relationships they had built. And so, Alex continued to prioritize building strong relationships, knowing it was the foundation of effective project management. ?? #ProjectManagement #Teamwork #Collaboration #Leadership
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Driving Project Success & Operational Excellence: Your Partner in Business Transformation.
?? Have you ever stepped on someone's toes at work? Here's how a workplace conflict turned into a breakthrough for our project management approach. When I was paired with an Account Manager who was used to handling both client relationships AND project execution, sparks flew. We were duplicating work, sending conflicting messages, and frankly, driving each other crazy. The turning point? We stopped, sat down, and had THAT conversation. Key outcomes after clearly defining our roles: - Project delivery time improved by eliminating redundant tasks - Team communication became crystal clear - Client satisfaction increased through coordinated messaging - Internal stress levels dropped significantly Biggest lesson: Sometimes the best solution isn't about new tools or processes - it's about having the courage to have difficult conversations and set clear boundaries. What helped us succeed: - Open dialogue about pain points - Written documentation of responsibilities - Regular check-ins to maintain alignment - Mutual respect for each other's expertise Has anyone else experienced similar challenges with role overlap? How did you handle it? #ProjectManagement #Leadership #TeamDynamics #Communication #ProfessionalDevelopment
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Finance Manager ?? | Extensive GCC Experience ??| FCA (ICAP) | ACA (ICAEW) ?? | Ex. Chairman ICAP Qatar Chapter ???? | ICAP Official Mentor ?? | "Opinions expressed in my posts and comments are my own.??"
Handling multiple bosses can feel overwhelming—especially when they don’t communicate well with each other. But this tricky dual-reporting situation is also an opportunity to sharpen skills like communication and prioritization. Here’s how to navigate the challenges and get everyone on the same page. Spot the sneaky signs of disconnection.?Notice subtle misalignments, like conflicting updates or inconsistent project names. These early warning signs can help you prevent minor misunderstandings from turning into major issues down the road. Get ahead of conflicts.?Proactively ask your bosses how they’d prefer to handle competing priorities or conflicting directions. Questions like “When I’m getting different directions, would you prefer I flag that in our one-on-ones first, or should I suggest a three-way conversation right away?” can set expectations up front. Bring visibility to decision-making.?Document priorities in a shared location to track tasks and decisions. Review it in one-on-ones to highlight conflicts—for example, “Should I adjust this deliverable to accommodate the new task?” Be the bridge.?Schedule monthly or quarterly check-ins to align your bosses. Frame them as time-savers by saying something like, “Let’s reduce back-and-forth by touching base quickly.” When conflicts arise, take the lead in organizing a joint discussion. Highlight the impact.?Explain how misalignment affects outcomes, like delays or rework: “We spent hours redoing tasks last week. Clearer coordination up front could prevent this.” Keep the tone constructive and solution-focused.
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Visionary leader and strategist | Supporting leaders to boldly lead with purpose and impact
List of things we should never apologize for as leaders (but we often do) . . 1. Needing time to process emotions and regroup 2. Taking longer to respond to messages or emails 3. Saying “no” to plans or requests that feel overwhelming 4. Asking questions or requesting clarification 5. Needing quiet time or space alone 6. Prioritizing personal projects over work on weekends 7. Making decisions based on your values, not others’ expectations 8. Requiring flexibility in deadlines 9. Changing your mind 10. Expressing pride in your accomplishments ? Which from this list are you committed to working on?
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Inspiring leadership excellence through self mastery | International Leadership Facilitator | Accredited Transformative Coach | MBA | MA
#Stakeholders - how much do you consider them in your daily role? A couple of weeks ago, I was with a group of senior managers exploring how we work with, relate to, communicate with, and influence (or not) our stakeholders. The reflections and takeaways were that more time and consideration be given to: ?? exploring the quality and the importance of relationships and identifying gaps where improvements are needed ?? truly understand the outcome we and our stakeholders want from the outset ?? how and where we spend our time and energy with different stakeholders in project life cycles ?? being more specific when communicating / negotiating to avoid misunderstandings and managing expectations ?? making use of well known models to support us in conversations - the OSCAR model proved to be a valuable framework during the day ?? listening actively and being curious to seek further information to avoid making assumptions ?? clarifying agreements and limiting ambiguity to avoid future conflict #stakeholdermanagement #managingexpectations #leadershipdevelopment
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