Structuring work intelligently

If I were to list the top three teachable skills that are most important in the Indian workplace, being able to structure work intelligently would figure on that list.

What do I mean by structuring work? I mean being able to break down a job intelligently into its sub-tasks, so that when you think you are done, you are really done! And you have done well!

Let me give an example. Let us say my boss asked me to find a good location for a new office that is being planned. I could take up this job in several ways.

THE BAD WAYS

1. The "Stunned-into-silence" way: I go away and am not heard from again, almost. Each time the boss asks me the status, I make some noises to the effect that I am working on it. I want to finish it all before I show her anything but I don't really know what to do! Then as more time passes, I start to feel I'll have to show her even more stuff. Now I get terribly uncomfortable. Finally when she pings me yet again, I make some more noises and show her some tidbits of work. She gets fed up, understands that the job is too much for me, and gives it to someone else.

2. The "Please-wipe-my-nose-for-me" way: I come back two days later and ask my boss, "Should I look up some real estate brokers?" When she says yes because she is busy and can't pay full attention to my question, I go away, only to come back a few days later. "Ma'am, I have got the phone numbers of three real estate brokers. Should I try to get some more?" "Yes!" she exclaims, deep in some work. Then I come back again a few days later and say, "Ma'am, I now have the contacts of six brokers. What should I do next?" And so on. It takes ten times as long as it needed to and the boss starts to feel that she might have just as well done it all herself. Also because she is answering many stupid one-off questions when she's not paying full attention, the process is bad and the task gets done badly.

3. The "First-idea-that-comes-to-mind" way: I come back in an hour and say, "Ma'am, there is an office available at xyz address, should we book it? The color of the walls is very good!"

Do these examples look too bad to be true? We see such examples every single week!


THE GOOD WAY

Some thinking and planning goes a long way. Think of it as a project.

What are the criteria for a good decision, i.e. what are we trying to achieve? These could be hard constraints - e.g. the office must be at least 10,000 square feet - or these could be objectives - e.g. distance from public transport. Write the criteria down! When you think you are done, brainstorm for some more ideas. One could also assign weightages for these criteria such as critical, important, good to have, etc. Weightages can of course alse be numerical.

Next, what are the alternatives? I can divide the town into various zones and look at the alternatives at that level. And I can later list all the alternatives under each zone.

As I proceed, I need to make sure I am tapping all the sources of information. This is not just information regarding the alternatives (e.g. real estate brokers, etc.) but also regarding the criteria (e.g. HR can tell me how many people live in each zone, etc.) If I forget to tap a source of information, the lapse will probably come back to bite me.

Only when I have set this entire framework in place should I proceed to evaluate each of my alternatives against my criteria. I'd ideally do it in a spreadsheet.

The evaluation will lead me to the decision, or at least take me close enough. Once the choices have been narrowed down, the final decision is often a little subjective and the boss might want to make it.*

Anyway, if I structure my thinking and my work in this way, my boss will probably be quite impressed with my thoroughness and abilities. I'll go far in the company.

It's easy, right? Yes! But you'll be surprised how few people actually act this way.

So watch out for the "Stunned-into-silence", "Please-wipe-my-nose-for-me" and "First-idea-that-comes-to-mind" modes of project failure. Practise structuring your work intelligently, so that when the time comes and you are given the responsibility of a big project, you'll do a good job.


* I once blogged about the CASED method for making a decision (here is the post and here is another with an example). C for Criteria. A for Alternatives. S is for Sources of Information. E is for Evaluation. D is for Decision and perhaps Documentation. This above example is basically in line with that approach.