Welcome to Manager Tools.

The Effective Manager Value Chain, Fixing Deliveables, Part 3.

This podcast answers these questions.

How can I help directs to keep on track on projects?

How can I make sure to keep on track on projects?

How can I make sure work gets done on time?

How can I make work and task reportable?

If you want answers to these questions of more, keep listening.

Here we go, folks.

Let's talk about things that make things not deliverables if you're talking about tasks, right? First, we're going back to who does what by when and how you're going to tell me about it.

But there's a big problem with who. I've seen this happen a lot with managers.

Guys, you can't assign a deliverable, or even a task to that matter to a team.

We're going to have a longer discussion some other time about this, but teams don't do anything.

The individuals on the team do things. We certainly give credit to the team to acknowledge

their shared work responsibilities towards perhaps what amounts to a goal larger than one person

can accomplish, but teams don't actually ever actually take action

as a unified group other than to meet which I don't think of as an action.

That's why guys teams always need a named leader if you you're going to assign something to a team,

which we wouldn't recommend, what you're really implying and doing is assigning it to

the team leader who then has the option usually of assigning it herself internally into the team

or pushing it out by breaking in smaller tasks and so on.

This is kind of organizational theory 101 guys and And by the way, we know that there are some organizational theories or

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