How to set tasks so that employees execute them correctly

Task setting is a fundamental skill for a leader, and they bear primary responsibility for their resolution. A manager should understand how their team operates, along with the skills and responsibilities of each team member. Otherwise, thoughtless delegation of duties and tasks to performers can lead to unpleasant consequences:

• missed deadlines,
• overloading busy employees,
• burnout due to rework after others,
• internal conflicts and resignations from the company,
• customer dissatisfaction and loss.

For a newly appointed leader, it can be challenging to make employees work as needed. They rely on their team's experience, thinking that if something is unclear to a specialist, they will ask. In turn, the specialist may remain silent, interpreting the task in their own way or not wanting to appear incompetent. It's only at the end of the stated deadline that it becomes clear that the task should have been done differently.

Developer's Case. On an outsourcing project, a new manager lacking understanding of development processes was assigned. In one of the initial dialogues, the following exchange occurred:
- The user is experiencing certain issues. Can you take a look?
- The logs are clean, no errors. We don't see any problems. The described issue is likely on the client application side. We don't have access to client page elements from the backend. (Further information on how to check browser logs for the client was provided to offer advice on fixing the issue.)
- We should have access to all user actions so that we can resolve any issues without their involvement.
- That's impossible. We can implement recording specific actions. 
- Implement it.
- What actions should we record?
- Everything necessary for analyzing any issue without involving the user.
And it was truly EVERYTHING. After the manager's input, we received a task with a deadline of 1.5 weeks, specifying to record only errors related to electronic signature authentication.

Blaming a subordinate for not understanding a task is possible, but when you are confident in your master's degree in task setting and delegation, it's worth questioning your own task management skills. Otherwise, it is advisable to doubt your task management skills and learn the necessary working skill.

How to set tasks correctly

I. Identify the Executor

The first criterion when choosing the right employee for a task is their workload. If only one specialist is capable of handling a task, and they already have a lot of work, it's essential to first classify their current tasks by importance and urgency. Then, check the progress stages of each task. It's crucial to objectively assess the priority of your task and the time frame, rather than requesting the impossible.

For example, a developer already has plans for implementing website authentication and fixing a bug in the payment process. The product manager knows that this specialist will promptly set up integration with the new partner platform within the agreed-upon timeframe. The product manager compares the importance and urgency of other tasks, understanding that authentication is important but can wait, while the bug needs immediate attention. The product manager also clarifies with the developer how long it will take to complete the task and schedules it after debugging the payment, knowing that the authentication deadline can be adjusted.

Less obvious is the identification of the executor based on their personal interest and methods of implementation. Based on this, tasks can be divided into four main types.

1. Step-by-step action plan where the specialist doesn't need to know the final result but must follow the given instructions. This suits newcomers to the team and those who are not good at planning but excel at precise instructions. 
2. Stating the goal without providing an algorithm. The specialist determines the ways to achieve the solution. The key is to understand precisely what is required and reach that goal. Tasks of this kind are common for employees who already have their scenarios for them.
3. Problem-solving involves independently creating an action plan and forecasting results, possibly multiple ones. Experience or a suitable mindset capable of generating solutions is desirable for this type.
4. Identifying risks in a problematic area involves studying the causes of declining sales, anticipating future complications due to restrictions, or analyzing the performance of a specific department with decreased productivity. Linear managers handle tasks related to problematic areas and then distribute identified issues to third-type specialists.

II. Use Tools for Task

Delegation In large companies, tasks are often placed in their ERP systems or popular solutions like Trello or Jira. Very small studios may rely on messengers, leading to the risk of lost information amid messages. It's convenient when the task is visualized, placed among others, has detailed comments, and its own labeling. Therefore, even agencies with a team of fewer than 10 people are better off using tools like Google Sheets with shared access. Messengers are more suitable for notifying the executor about the task's appearance. 

If you prefer assigning tasks verbally, you'll have to part with this harmful habit forever. Tasks that are not documented in writing do not exist. It's easy to forget or lose their essence. Work in task managers and keep track of tasks. If you've communicated a task verbally, duplicate all your words in the corporate system.

III. Provide a Detailed Task Description

Several approaches exist for task setting, with the most well-known being SMART, CLEAR, and FAST. The essence is the same – the task should be clear to the executor, and they should be motivated to solve it in the best way. To achieve this, clearly describe what needs to be done to the specific specialist, providing all the information you have:

• The main purpose of the task, what problem it should address.
• Possible difficulties and solutions already found.
• Insights, references, and past similar cases.
• Deadlines, with a buffer in case something goes wrong.

Explain in detail what the task's resolution should lead to. Perhaps you were dissatisfied with the previous result but agreed to it to save time. Or now it's no longer relevant, and something entirely different is required.

Poor example: "Need to create a cool product presentation. Something similar was done like this: https://docs.google.com/presentation…"
Good example: "By Thursday, gather all available materials on the client project from the development department and create a presentation in PDF format with 10-12 slides. It should include 3-4 slides on functionality, one on interface convenience, and a separate slide on potential conversion growth. Compose the other slides from data provided by the team lead. We've done a similar presentation here: https://docs.google.com/presentation..., but it didn't include information on conversion. It will convince the client of the correctness of our solutions. Deadline: February 22 at 2:00 PM. (Client presentation scheduled for February 27.)"

Regardless of how detailed the task setting is, it's essential to clarify:

• How the executor understands the task.
• When they plan to start.
• What they plan to start with.
• What approximate result they envision already.

A brief will help determine ways to solve the task and identify any missing tools. If no alternative is found, ensure the employee has the requested programs and equipment. If information gaps are discovered in the task itself, supplement it in writing with the missing data.

To ensure confidence in the completed solution on the designated day, monitor the stages of task completion. This is especially important for complex tasks that are divided into subtasks or sprints. If the company does not regulate reporting, agree with the specialist on a convenient reporting system and sprint deadlines.

At MediaTen, we use our ERP system, MTunit. In it, an employee fills out a form detailing the task, its deadline, and assigns responsible specialists. When they press "add," the task appears on the Kanban board, with a specific status and color depending on the stage of work. Additionally, a Telegram bot sends notifications to the task's executors and curators about its appearance and further progress.

Issues in task setting can arise even for experienced managers when working with specialists who are new to the company. To avoid reinventing the wheel, simply ask the new employee how they are accustomed to receiving task specifications. After that, mutually agree on the task structure that will be clear to the subordinate or explain the form the company uses.

Stay calm, study the retrospective, and don't get upset if mutual understanding is not achieved immediately. After all, a team is a kind of family that you lead.