If you consider the fundamental reason behind the need for leaders, you will probably agree with the notion that leaders support and instruct a team of people, with a common purpose, to achieve a set of goals.  A leader in essence is a facilitator of movement; an influencer with a vision of the end result.  But leaders need to also manage the people and projects around them.  One of the many reasons why many self-proclaimed leaders fail to reach their goals is improper project management.  No matter how good the goal or how well it is understood, getting from point A to point B requires coordination of people, a timeline, and reachable steps along the way. 
 
While attending an executive training program at Wharton, I was introduced to a very effective tool for managing people and projects.  It is called Responsibility Charting and it uses strategic thinking and the power of the collective in order to help a team accomplish its goals.  While this tool has multiple applications, such as conflict resolution, we will focus on its use in project management.  It addresses the major flaws in getting the job done...who, what, and when. 
 
Let's use a typical scenario we seem to encounter in many Optometric practices:  Implementation of a great practice management idea.  I'm sure you've attended a conference or read one of Mike's articles and thought to yourself, "I'm going to start doing that tomorrow!"  You share your excitement the next day and ask the entire group to make it happen right away.  Undoubtedly, one of two things happens next.  You find yourself driving the entire project (because no one can do it like you) or it fizzles quickly and becomes yet another good idea poorly implemented.  This is where Responsibility Charting can make a difference for your practice.  
 
The first step is to establish the project, then assign specific players to different aspects of the project, each with his/her established role, and finally determine the timeline for completion.  It may sound complicated at first but in actuality, it is really quite easy.  There are four basic roles:  A:  Approval  R:  Responsible  C:  Consulted  I:  Informed. 

 

The "A" has the final approval on the project (typically reserved for management or ownership but not necessarily) and the "R" is the person responsible for seeing the project to its completion.  This person should not be seen as the person who does all the work but someone who "manages" the moving pieces, collects and distributes the information, and "owns" the quality of the final product. 

 

The "C" is a trusted source or a well-versed person on the topic (e.g. the original lecturer, an industry partner, or maybe someone in the practice with helpful knowledge but not an "R" on the project).  The "C" has virtually no responsibility outside of sharing information and should not be seen as an active participant. 

 

The "I" can have two roles, based on the project's needs.  This person can be an assistant to the "R" in some way or the recipient of information at the end of the project.  The "I" needs to know what the end result of any project may be because (s)he will need to buy-in and participate in the new program. 

 

Finally, the "R" will be responsible for meeting deadlines established at the onset.  The tool is updated daily, weekly, or less frequently, based on the scope of the project.  This is key to achieving success with any project; a manageable and realistic timeline with built-in accountability.
 
I hope this tool gives you a powerful new way of accomplishing more with your best resource...your people.