“Who Needs to Do What by When?”
So much power in this question. Seven words. Each word with only one syllable.
Why does this short phrase carry so much weight?
Through it’s simplicity it brings clarity and accountable and, therefore, results.
Let me share my experience before we explore the key words together.
I don’t ask it often enough
Like so many good practices, this should be common sense. If we want something done, we need to start with the basics. Seems obvious, right?
My problem is I tend to forget the fundamentals even though I believe them.
I have personally experienced the impact of this question. I want to use it. I just don’t ask it often enough.
Why? That’s a topic I cover in my post Why I Don’t Want to Ask “Who Needs to Do What by When?”
In this post, I am reminding myself of the power of this basic question. I want to lock it more firmly in my mind.
I hope it sticks with me this time. And with you.
The Big 3
The three W’s in this question give the clarity required to get things done.
Who
Specifically, which real person is going to do this action? The work that needs to be done won’t happen unless a human being does it. Name that person.
Identifying an owner brings accountability. That person is responsible. They get the credit when they do their job well.
Let them own the task and then do everything you can to help them succeed.
What
The owner won’t be successful unless everyone involved is clear on the specifics of the action.
- Clarify the details
- Say them out loud
- Write them down
- Ensure there is agreement
These steps give the owner clarity and focus. They position your teammate for success.
When
The person doing the work needs to know the deadline for completing it. The group needs to know when they can expect the person to be done.
We need to deal with reality here. Encourage transparency and build trust by asking the owner for input.
“How long do you think you will need to complete this work?”
Compare this time frame with the organization’s needs.
Not aligned? Here are some options.
- Find another owner. Maybe someone else can complete the work by the required deadline.
- Remove less valuable tasks from the owner’s list of responsibilities.
- Reconsider the requested deadline. Do we really need it done by then or can it wait?
- Challenge whether the task really needs to be done at all.
Don’t forget these 2
Most people connect with the power in the three W words in “Who Needs to do What by When?”. But, we don’t want to miss the significance of two other key words in the question.
Needs
As I stated above, if we can’t find an owner, it’s wise to challenge whether this action is something the organization actually needs. By assigning an owner and setting a deadline for that person to complete the work, we begin to realize that we are serious.
The task that was so easy to casually speak into the room takes on reality when the three W’s are defined.
We are saying “Yes” to this task and, therefore, “No” to something else.
This is a good opportunity to check ourselves.
- Does it really need to be done?
- Is there something more important for the owner to be doing during this time?
Do
This two-letter word is the heart of the phrase. Someone is going to take action.
We are going to state the task clearly. We are going to agree on the specifics.
This What is worth doing by this Who by this When.
Action will be taken. Results will be delivered.
Amazing power from such a simple question. Ask it.
Let’s do something great.
Greg
Discussion Questions
- Is this question used regularly in your organization? Why or why not?
- What would the impact be if you started asking this question at the end of every meeting? Would it be well received? Would it lead to positive change?
I’m interested to know how you put this question into practice in your organization. Please share your experiences in the comments section so we can learn together.
Thank you Greg for your input on this topic. I know for me, when I am on a team at work or church, I am always more productive when I know what I am expected to do and by when. This knowledge enables me to move forward with confidence and get things done!
Thanks, Jenny. You are an expert at getting things done already. If you get even better, watch out!
This is such a great practice that we know we should use but often gets missed at the end of a meeting. The assignment of an owner – an actual person makes the task real. It is often at this point when no one wants to take ownership that you ask if the task is really the right thing to do. It can actually prevent silent acceptance- which is all too common in teams.
Thanks for the post Greg.
Totally agree, Liz. I appreciate your input. I’m working on a follow post that will get into why I tend to not ask the question myself. I’m guilty of letting discussions end and being a part of the “silent acceptance” you mentioned. Room for improvement!
Greg, great job at sharing how simple this concept can be! I think this sets a good foundation for members of a team to see the specifics from a very basic perspective. When it’s written down, everyone can see how each person, deliverable, and deadline are contributing to the team goal! And when communicated well, I think the message conveys something empowering to an individual.
Thanks, Steve. Simple concept but hard to apply consistently. I agree with you about empowering individuals through this question. Great point.
I’m sorry for being slow to get connected, but I’m glad to be here now. I found this post challenging because I sometimes don’t feel I’m in a position to put the question out there. I found going back through your previous posts helpful in that regard because listening, engaging and asking questions to ensure I understand makes asking who, what, and when a natural extension of the discussion. In reality, it’s simply seeking more clarity on how to go forward…for everyone’s benefit.
No worries about being slow, my friend. I appreciate your insight whenever it comes. I’ve also been in the situation you describe where I haven’t felt like it was appropriate for me to ask the question. I’ve found that once the idea of asking questions similar to this “catches on” and becomes more common, it’s easier to speak up. Has that been your experience?
This idea of cultural acceptance of even asking the question is too common. I agree in the importance of asking and setting the precedent of accountability, laying the groundwork for a team to really jump to action is aligning around the common goal. Why are we here at all (“Needs” as mentioned), is this the right team, do we all know what we intend to accomplish together? Ideally this is previously managed, but all too often takes a backseat to us protecting our “(dys)functional” areas. Are you a part of this project/product/process dev. team – or – are you a part of a “sourcing/operations/engineering/etc. team that happens to also be responsible for project deliverables. Create a team, align to the goal, people will be quick to be the who, what, when, where – in my experience.
I think you’re spot on, Jed. Your last sentence really captures what it’s all about. Well said.