What is a ‘BackBrief’? I first encountered the concept running a delegation workshop for a prestigious law firm.
The point of delegation is to drive optimal productivity, right. The lowest cost resource that can do the work should be assigned to do that work. The high-cost resources such as the partners, specialists and so forth should be doing high value work. Those in supervisory roles need to be delegating effectively, using systems to ensure work is done to standard, to time, and on budget.
There’s a lot that I could write about delegation and perhaps will in future but, for now, I want to focus in on one person. That person is a senior solicitor in that firm. He knew at a logical level that he should be delegating but his personality was such that he struggled. “No one can do this as well as me”. “Even if someone could do this as well as me, it won’t be the way that I would do it”. “Look, it’s just quicker and easier if I do it myself”.
Obviously those are just excuses and you can probably counter those excuses yourself. It’s short-term thinking, ultimately unsustainable, and certainly not optimal productivity. He was however able to cite several instances where he’d assigned work that ended up being poorly done, or not done at all, due to a lack of understanding on the part of the people being assigned the work. You could argue that adult professionals should not go around nodding that they can do a task when they aren’t sure. You could assign blame to the delegator who is ultimately still accountable for the work and its quality and timeliness. Better is to implement a simple system that invests a small amount of time upfront that ensures there is accurate understanding or there isn’t. Another lawyer in the room was ex-military and she introduced us all to the concept of the ‘BackBrief’.
A ‘BackBrief‘ is exactly what it sounds like. The person or people receiving the instructions give a synopsis of the instructions they just received. The person originally giving the instructions can then determine whether the message was received properly. If it’s a small task, then the ‘BackBrief’might be a swift verbal remark. If it’s a task of substance, then it might warrant some time and a small presentation.
It’s a great idea that I’ve been introducing into my workshops the past two years. Many professional non-military workplaces are picking up on it. It increases certainty and clarifies expectations. It lessens the odds of ambiguity, uncertainty and misunderstandings. It addresses issues around people’s fears of speaking up. It’s a simple, low-cost communication tool that people take to quickly, leading to fewer mistakes and enhanced productivity and leadership. Change doesn’t have to be scary, giant leaps into the unknown. Sometimes the best change comes about via small things like the ‘BackBrief’.