"What does the manager do when the team is not 'finishing' any tasks?"

I received this question from a fellow Wichita State University M.B.A. and instead of simply answering him directly, I thought I would provide my input on this subject in blog form.

Many individuals gut reactions would be that the problem is that the team members are unmotivated because the manager has not found or implemented measures to properly motivate the team to pursue the proper goals. I would believe that this is partly correct. However, the issue is deeper than simply offering positive or negative stimuli to attempt to prod the team along to a goal.

Team settings, particularly in project based office environments are set up to reach an "end game" state. What occurs in many of these situations is that management will define the goal and finite time period in which the goal must be met. The project is handed off to the team and management expects, rightly, that the task is completed correctly and on-time.

There are two possible problems with this common scenario:

1. Management did not provide enough (or did not know the right amount of) time to allow the team to finish the task.
2. Management did not either backward plan the task or encourage the team to do the same.

These two problems really go hand-in-hand. Management is told by their superiors when the task should be done, but no one in the process has figured out by this point what is required for task completion. Management needs to work with the team to not only define the "end game" (project completion) state, but also the steps to complete the project. Helping the team use backward planning techniques will help them better define the tasks that need to be completed and the order in which they need to be completed. There are several software packages that can assist with backward planning, such as Microsoft Project, but nothing in my opinion beats a white board and a set of markers.

Once the tasks are defined and assigned to individuals team members answer to one another. If there are perceived delays, they can be assigned to an individual "bottle neck" in the process, which is hopefully assigned to an individual or individuals. This "bottle neck" is likely a task that is under defined for the individual or group. As a manager, it is important to try to break the task into as bite-sized steps as possible for individuals. Task completion becomes a motivator for most employees, so they need to see that the number of steps to complete a task (or sub-task) is very low.

Finally, I cannot stress this enough, as a manager do not forget to thank your team members for completing a task, no matter how small or menial it may seem to you. Telling your subordinates "thank you" is one of the most powerful motivators in the workplace. Making cultural and tactical changes to your team environment will not impact the problem of task completion overnight. However, consistent planning, accountability, and having the courtesy of recognizing when small tasks are completed will eventually lead to a more positive and productive work environment.

Minding My Own Business is a blog written by Augustine Iacopelli. This blog consists of a mix of general business observations and contrarian positions on relevant topics as well my own forays in the world of business and networking.