The word "completed" is to be emphasized. The more difficult the
problem, the greater the tendency on the part of the subordinate to present a
plan to the superior in piece-meal fashion. The subordinate must work out the
completed details, no matter how perplexing they seem to be. He may and should
consult others on his own level or below.
2. THE DOCTRINE OF COMPLETED WORK requires the superior to exactly state
the problem and its limits, such that the subordinate knows exactly what is
expected of him.
3. THE DOCTRINE OF COMPLETED WORK does not preclude creating an outline or
a "rough draft" if. the task to be performed is complex and extensive.
But the draft must not be a partially conceived or half-baked idea. It must be
completed in every respect except that it lacks the requisite number of copies
and it need not be neat. The outline or rough draft must not be used as an
excuse for shifting the burden of formulating the plan to the superior.
4. THE DOCTRINE OF COMPLETED WORK permits the subordinate to keep the
superior informed of progress and the superior is still responsible for
reasonable supervision of all work performed*
5. THE DOCTRINE OF COMPLETED WORK may result in more vork for the
subordinate, but it results in more freedom for the superior. The superior is
protected from ill-conceived ideas, voluminous memoranda, and immature oral
presentation. (Thus, subordinates who present valid new ideas and thoughtfully
conceived plans find a* receptive market.)
6. THE DOCTRINE OF COMPLETED WORK should be required of all employees in
every business.
7. The final test of THE DOCTRINE OF COMPLETED WORK is: If you were the
superior would you be willing to approve the plan and stake your professional
reputation on its being right?
The difference in the measurement of success, glory, and profit, in
contrast to failure, obscurity, and bankruptcy, is often very small.
Look at baseball batting averages: the top players are only a few
percentage points above the average. (Yet they earn three or four times more.}
Statistics show that most put-outs at first base are the matter of a half-step
or less. And a World Series can be von by Just one more RBI.
In business, too. The company that gains only a few percent in share of
the market each year will dominate it in a decade. The division manager whose
net profit is only a fraction above his counterpoise usually gets the nod for
corporate management.
The point is: the measure of success is often the result of a
small, but constant, extra effort.
The manager must always take that extra step, and he should inspire others
to do so.
