Peter Drucker once said that the most important decision a leader must make is “who does what”.
What does each person “do” in your organisation?
Issues can arise, when one of two things (or both) happen:
- There is a lack of clarity around what responsibilities a certain role/ individual is held accountable to.
- An individual is placed in the wrong role.
If this occurs, both the individual and organisation will suffer. Things will either not be done, they won’t be done at the expected standard and/or the individual responsible will not be satisfied.
When we place individuals in a certain role, there has to be a few things that must align:
- Clarity on what the role is responsible for. This includes clear, measurable objectives which allows for feedback.
- The person must be suitable to the role. Their strengths and weaknesses taken into account, the role must challenge them, whilst being satisfying and engaging.
- The role must provide an opportunity for the individual to tap into their sense of purpose. Is this allowing them to create the change they want to see in their world?
The kicker here is that the role one assumes does not necessarily describe the results that they take ownership for.
Is your Head of Marketing held accountable to the results that the marketing produces? Or are they just ticking the boxes that their job description asks of them?
We need to challenge and engage people and hold them accountable if we want high performing organisations.