JOAN LLOYD: Complicated inner-office project requires an upfront clarification of role, responsibilities and outcome

Joan Lloyd

by Joan Lloyd, syndicated columnist and contributing TDGA self-improvement editor 

Dear Joan: 

I'm writing for your help regarding my poor brother who recently got a new job.  He’s only been there two weeks and the boss has already given him a task to re- structure. He’s starting to panic and is real nervous.  I'm sure it’s got to do with not letting anyone down.

There are four different departments where he is currently employed, not to mention a few problems from what I hear with each. Everyone seems to have their own system in keeping records and the fact they have all started to operate independently has lead to a communication breakdown.

His purpose is to somehow identify what needs attending within each department and how he will go about doing this.  He’s thinking of having one-on-one sessions with individual employees, to gain more knowledge of what they do on a daily basis, and just basically ask them questions. He’s not really sure as this is the first time he’s been involved in something like this.  What do you suggest?

Answer:

I hope your brother’s new boss hasn’t brought him in to be the hatchet man. If he expects him to downsize the departments, it could be a tough new gig for him. He won’t have enough time to build up any relationships before he has to play the bad guy. However, restructuring record keeping, in order to make the departments more aligned is a different story. And if the departments realize this is contributing to communication and efficiency problems, they may be enthusiastic to help with the project.

The first thing he should do is to have a meeting with his boss to get clear expectations about the outcomes. He will also need to ask more questions about his role, responsibilities and authority in this project.

Here are some questions I use when scoping out a project like this one:

1. What are the important criteria I have to meet in order for this project to be called a success? What would “success” look like?
2. Are there any risks to you, me or others if this doesn’t get resolved?
3. Do you have any preconceived solutions?
4. Could people lose their jobs? (If so, you will need to pursue this issue in detail. For example, how will this be determined, communicated, executed…)
5. What resources are available to me—administrative support, budget, outside consulting, etc.
6. What have you, or others, done in the past to work on this issue?
7. Are there any hidden issues, or problem people, I need to know about before I begin?
8. Who are the other senior leaders who have a stake in this project? Should I speak with them? Involve them?
9. Can you recommend any individuals in the affected departments, who can be on a working task force to help shape the process and be the liaison to their departments?
10. Will you be my executive sponsor, who will communicate with employee groups and senior leaders about my role and responsibilities? Can I call on you to coach me throughout the project? (If not you, who?)
11. What is the timeline for this project?

He will probably think of many more questions but the main thing to remember is that the more he boldly scopes out the project on the front end, the fewer missteps will occur later. If he is timid about asking his new boss so many clarifying questions, tell him a phrase I tell myself: “I’d rather be seen as stubborn, than incompetent.” Even though these questions seem detailed, it never fails to unearth some key information we’re both glad we talked about before plunging ahead.

Joan Lloyd is an executive coach, management consultant, facilitator and professional trainer.  Email your question to Joan at info@joanlloyd.com.  Visit www.JoanLloyd.com to search an archive of more than 1300 of Joan’s articles.  (800) 348-1944 © Joan Lloyd & Associates, Inc.