The essence of the interaction between the manager and employees is the exchange of problems. Having processed the problem that has fallen on the organization, the boss scatters it among the employees, hanging on each of them the implementation of some part of it.
When giving an order, the manager must be sure that the employees really understand what, how and why they should do it. But this full-fledged understanding is possible only when the leader fully brings them up to date, passing on to them, in fact, the entire chain “problem — goals — specific steps” that he has thought through. Therefore, the core of any order is the following points:
- crux of the problem
- a task
- specific steps to implement it (usually along with a clear indication of who is responsible for what)
- report on the results (when and in what form).