You need a business gut check report. Who do you assign the report?
- Mikey, the accountant?
- Sally, the chef?
- Johnny, the waiter?
- Borag, the customer?
Let's say you're feeling thrifty, and you give it to Johnny. You think:
- He's most in touch with the customers.
- He knows the front lines ridiculously well.
- He knows what customers want.
So, you hand the report to Johnny. Johnny takes days to fill out the report, and when he sends it to you, you get something disgustingly disappointing.
- It's filled with cliches.
- It's filled with sparse ideas.
- It's filled with pointless absurdities.
When you delegate something (i.e. "Johnny, I want you to do: _______________"), how disappointed do you really get?
Here's why. When you assign Johnny to do Task XYZ, he feels obstructed from following his real passions. It's as if you're throwing him a giant bolder in the middle of his world-class pursuits for your company. What results?
- Lame results.
- Lame morale.
- Lame progress.
The Rule: You can't tap your people's passions by assigning them tasks. You can only attract the passionate people to Task XYZ when they actively volunteer to rock the mutha-@#$%^ out of it.
Posted on October 23
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