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Let them figure it out alone

Give great instructions

One of the biggest traps that managers fall into is they’ll fail to com-
municate exactly what they want—and then they’ll get mad when
they don’t get it.
Now that you’re a manager, you’ll find yourself giving instruc-
tions to employees throughout the day. What you say—and how you
say it—will largely determine if they comply.
The task seems simple: Just explain what you want others to do
and let them do it. But many obstacles can derail the process.
Employees may not listen. You may not speak clearly. Even if they
understand perfectly what you want, they may either refuse or other-
wise fail to implement it.
You need to strike the right tone when giving instructions. If you
over-explain or talk down to workers, they may resent your approach
and feel demeaned. But if you bark a series of complex orders, they
may wind up confused and unsure where to begin.
Problems can erupt if you rush your explanation or overdose on
acronyms or other technical language. Your employees may not
know as much about the situation as you do, so you may need to
speak in simpler, more straightforward terms. Don’t assume they will
identify with your ways of thinking.
Customize your instructions to fit the personality and knowledge
level of the employee. Consider the person’s normal communication
style, listening skills, and familiarity with the task at hand. If someone
tends to skip ahead and miss key information, for example, you may
want to number your steps and ensure the employee takes notes.

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